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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Ansoff Matrix |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. | 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 | 45-90 min | 30-90 min | 2-6 h |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Ansoff Matrix, Growth Options, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | GrowthStrategyMarketPortfolio | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |