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| Criterion |  Operations ABC Analysis |  Systems Thinking Evaporating Cloud |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 60-120 min | 1-3 h | 2-6 h |
Participantsdifferent | 1-5 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | Theory of ConstraintsAssumptionsSystems thinking | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |