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| Criterion |  Decision Making Trade-off Analysis |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-120 min | 45-120 min | 2-6 h | 30-90 min |
Participantsdifferent | 2-8 | 2-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | TradeoffsDecisionCriteriaOptions | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions |