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| Criterion |  Systems Thinking Future Reality Tree |  Operations Change Analysis |  Decision Making Decision Tree |  Decision Making Constraint 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | High | Medium | Medium | Low |
Timedifferent | 2-4 h | 45-120 min | 30-90 min | 30-90 min |
Participantsdifferent | 3-8 | 2-6 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | ChangeRoot causeTroubleshootingComparison | DecisionTreeOptions | ConstraintsDecisionPlanningOptions |