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| Criterion |  Decision Making Decision Matrix |  Systems Thinking Future Reality Tree |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 45-90 min | 2-4 h | 30-90 min | 2-6 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | Theory of ConstraintsSystems thinkingChange | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |