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| Criterion |  Systems Thinking Future Reality Tree |  Engineering Failure Scenario Analysis |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-4 h | 1-3 h | 45-90 min | 20–45 min |
Participantsdifferent | 3-8 | 3-8 | 3-12 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | FailureResilienceRisk | ChangeDecisionStrategy | RiskDecisionFailurePlanning |