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| Criterion |  Systems Thinking Iceberg Model |  Systems Thinking Current Reality Tree |  Decision Making DACI |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 30-60 min | 2-6 h | 30-60 min | 0.5-3 Tage |
Participantsdifferent | 2-10 | 3-8 | 2-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Current Reality Tree, Core Problems, Intervention Ideas | DACI Matrix, Decision Owner, Decision Log | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | Systems thinkingRoot causePatterns | Systems thinkingRoot causeConstraintsCausality | DecisionRolesGovernanceAlignment | Theory of ConstraintsConstraintsSystems thinkingCausality |