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| Criterion |  Decision Making Risk Matrix |  Operations Change Analysis |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | 30-60 min | 45-120 min | 30-90 min | 2-6 h |
Participantsdifferent | 3-10 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | RiskDecisionPrioritizationAssessment | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |