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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Evaporating Cloud |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Low | Medium | Low | High |
Timedifferent | 20–45 min | 60-120 min | 30-90 min | 2-6 h |
Participantsdifferent | Small cross-functional group | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | RiskDecisionFailurePlanning | Theory of ConstraintsAssumptionsSystems thinking | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |