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| Criterion |  Systems Thinking Future Reality Tree |  Decision Making Argument Mapping |  Facilitation Decision Jam |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-4 h | 1-3 h | 60-90 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Argument Map, Evidence Gaps, Decision Rationale | Problem Cluster, Prioritized Challenge, Experiment | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | SensemakingDecisionRationale | FacilitationDecisionProblem solvingWorkshop | ChangeDecisionStrategy |