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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Constraint Analysis |  Operations Change Analysis |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-90 min | 45-120 min | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ConstraintsDecisionPlanningOptions | ChangeRoot causeTroubleshootingComparison | Theory of ConstraintsSystems thinkingChange |