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| Criterion |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-90 min | 1-3 h |
Participantssame | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions | Root causeTreeIncidentQuality |
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