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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Evaporating Cloud |  Decision Making Constraint Analysis |  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. | 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. | 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 | Medium | Low | High |
Timedifferent | 0.5-2 Tage | 60-120 min | 30-90 min | 2-6 h |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyUncertaintyPlanning | Theory of ConstraintsAssumptionsSystems thinking | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |