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| Criterion |  Decision Making Decision Tree |  Systems Thinking Current Reality Tree |  Decision Making OODA Loop |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 30-90 min | 2-6 h | 15-60 min je Zyklus | 30-90 min |
Participantsdifferent | 1-6 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Current Reality Tree, Core Problems, Intervention Ideas | Situation Assessment, Decision Loop, Action Updates | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | Systems thinkingRoot causeConstraintsCausality | DecisionChangeLearningStrategy | ConstraintsDecisionPlanningOptions |