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| Criterion |  Systems Thinking Rich Picture |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 30-90 min | 30-90 min | 20–45 min |
Participantsdifferent | 2-10 | 2-8 | 1-6 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | RiskDecisionFailurePlanning |