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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Stakeholder Mapping |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 2-6 h | 60–90 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Stakeholder Map, Engagement Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StakeholdersAlignmentFacilitationChange | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision |