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| Criterion |  Facilitation Six Thinking Hats |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 2-6 h | 1-3 h | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics | ConstraintsDecisionPlanningOptions |