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| Criterion |  Operations Theory of Constraints |  Decision Making Cynefin Workshop |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 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 | High | Medium | Low | Medium |
Timedifferent | 2-4 h Analyse, laufend | 60-180 min | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | 4-20 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | ComplexitySensemakingDecision | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints |