View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Strategy Map |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Low | High |
Timedifferent | 2-4 h workshop plus review | 30-90 min | 20–45 min | 2-6 h |
Participantsdifferent | 4-10 | 2-8 | Small cross-functional group | 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 | Risk list, Mitigation plan, Assumption log | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | AlignmentExecutionGoalsCausality | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning | Systems thinkingRoot causeConstraintsCausality |