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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 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. | 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 | Low | High | High |
Timedifferent | 30-90 min | 30-90 min | 2-4 h | 2-6 h |
Participantsdifferent | 1-6 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | Theory of ConstraintsSystems thinkingChange | Systems thinkingRoot causeConstraintsCausality |