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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Future Reality Tree |  Decision Making Constraint Analysis |  Decision Making Force Field 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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 0.5-2 Tage | 2-4 h | 30-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | Theory of ConstraintsSystems thinkingChange | ConstraintsDecisionPlanningOptions | ChangeDecisionStrategy |