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| Criterion |  Systems Thinking Future Reality Tree |  Decision Making Constraint Analysis |  Systems Thinking Theory of Change |  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 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | Low | High | Low |
Timedifferent | 2-4 h | 30-90 min | 2-6 h | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Theory of Change Map, Assumptions, Outcome Measures | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | ConstraintsDecisionPlanningOptions | ImpactOutcomesSystems thinkingStrategy | ChangeDecisionStrategy |