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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |  Business Strategy TOWS Matrix |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-6 h | 30-90 min | 1-2 h | 1-3 h |
Participantsdifferent | 3-8 | 2-8 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | TOWS Matrix, Strategic Options, Priority Actions | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions | StrategyAnalysisOptions | FeedbackSystems thinkingCausalityDynamics |