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| Criterion |  Systems Thinking Evaporating Cloud |  Decision Making Eisenhower Matrix |  Decision Making Pareto Analysis |  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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Low | High |
Timedifferent | 60-120 min | 15-30 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 1-6 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Eisenhower Matrix, Action List, Delegation Notes | Pareto Chart, Top Causes, Focus List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | PrioritizationFocusTasks | PrioritizationQualityFocusRoot cause | Systems thinkingRoot causeConstraintsCausality |