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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Delphi Method |  Decision Making Constraint Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 2-6 h | 1-4 Wochen | 30-90 min | 2-6 h |
Participantsdifferent | 3-8 | 6-30 Experten | 2-8 | 3-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Expert Forecast, Consensus Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ForecastingExpertsDecisionStrategy | ConstraintsDecisionPlanningOptions | CausalityIncidentRoot causeTimeline |