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| Criterion |  Systems Thinking Evaporating Cloud |  Decision Making Constraint Analysis |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | Medium | High |
Timedifferent | 60-120 min | 30-90 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | ConstraintsDecisionPlanningOptions | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |