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| Criterion |  Business Strategy Strategy Map |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Low | Medium | High |
Timedifferent | 2-4 h workshop plus review | 30-90 min | 90-180 min | 2-6 h |
Participantsdifferent | 4-10 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | AlignmentExecutionGoalsCausality | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility | Systems thinkingRoot causeConstraintsCausality |