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| Criterion |  Product Strategy Impact Mapping |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking Theory of Change |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 45-90 min | 30-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | ImpactOutcomesSystems thinkingStrategy |