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| Criterion |  Delivery Shape Up |  Operations Change Analysis |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Medium | Medium | Low | High |
Timedifferent | 6 Wochen Cycle + 2 Wochen Cool-Down | 45-120 min | 30-90 min | 2-6 h |
Participantsdifferent | 2-4 pro Pitch | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | PlanningDeliveryAutonomy | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |