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| Criterion |  Systems Thinking Wardley Mapping |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | High |
Timedifferent | 1-3 h | 30-90 min | 30-90 min | 2-6 h |
Participantsdifferent | 2-10 | 2-8 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategySystems thinkingDynamics | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | Systems thinkingRoot causeConstraintsCausality |