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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Intervention Mapping |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | Low | High |
Timedifferent | 0.5-2 Tage | 1-5 Tage | 30-90 min | 2-6 h |
Participantsdifferent | 4-12 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyUncertaintyPlanning | ChangeSystems thinkingCapability | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |