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| Criterion |  Operations A3 Problem Solving |  Operations ALPEN Method |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | 45-90 min | 10-20 min daily | 1-3 h | 2-6 h |
Participantsdifferent | 2-5 | 1 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Daily Plan, Time Estimates, Review Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | PlanningTime managementProductivityOperations | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |