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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Trade-off Analysis |  Systems Thinking Causal Loop Diagram |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-6 h | 45-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Causal Loop Diagram, Feedback Notes, Leverage Points | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | TradeoffsDecisionCriteriaOptions | FeedbackSystems thinkingCausalityDynamics | DecisionCriteriaScoringTradeoffs |