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| Criterion |  Decision Making OODA Loop |  Systems Thinking Future Reality Tree |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Low | High |
Timedifferent | 15-60 min je Zyklus | 2-4 h | 30-90 min | 2-6 h |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | DecisionChangeLearningStrategy | Theory of ConstraintsSystems thinkingChange | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |