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| Criterion |  Product Strategy SMART Goals |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 15-30 min | 30-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | SMART Goal, Measurement Note, Deadline | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | GoalsPlanningMeasurementAlignment | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints |