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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20–45 min | 1-5 Tage | 60-120 min | 30-90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | RiskDecisionFailurePlanning | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | ConstraintsDecisionPlanningOptions |