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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |
|---|---|---|---|
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. | 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 | High | High | Low |
Timedifferent | 0.5-2 Tage | 2-6 h | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyUncertaintyPlanning | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions |
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