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| Criterion |  Systems Thinking Systems Mapping |  Engineering Failure Scenario Analysis |  Decision Making Constraint Analysis |  Systems Thinking Current 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 1-3 h | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingMappingBoundariesChange | FailureResilienceRisk | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |