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| Criterion |  Decision Making Decision Tree |  Systems Thinking Wardley Mapping |  Decision Making Constraint Analysis |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | 1-6 | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Wardley Map, Strategic Options, Evolution Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | DecisionTreeOptions | StrategySystems thinkingDynamics | ConstraintsDecisionPlanningOptions | FeedbackSystems thinkingCausalityDynamics |