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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Six Thinking Hats |  Decision Making Constraint Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-6 h | 45-90 min | 30-90 min | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions | FacilitationDecisionProblem solvingWorkshop |