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| Criterion |  Knowledge Modeling Knowledge Mapping |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | 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 | Medium | Low | High | Low |
Timedifferent | 1-3 h | 30-90 min | 2-6 h | 20–45 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | KnowledgeMappingRisk | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | RiskDecisionFailurePlanning |