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| Criterion |  Business Strategy Scenario Planning |  Decision Making Constraint Analysis |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Low | High | High |
Timedifferent | 0.5-2 Tage | 30-90 min | Half day | 2-6 h |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyUncertaintyPlanning | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality |