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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Intervention Mapping |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 20–45 min | 1-5 Tage | 2-6 h | 30-90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | RiskDecisionFailurePlanning | ChangeSystems thinkingCapability | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions |