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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making RAPID |  Operations Barrier Analysis |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-6 h | 45-90 min | 2-4 h | 0.5-3 Tage |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | RAPID Role Map, Recommendation, Decision Log | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | DecisionRolesGovernance | Root causeSafetyIncident | Theory of ConstraintsConstraintsSystems thinkingCausality |