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| Criterion |  Operations ABC Analysis |  Systems Thinking Evaporating Cloud |  Decision Making Pareto Analysis |  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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Low | High |
Timedifferent | 30-60 min | 60-120 min | 30-60 min | 2-6 h |
Participantsdifferent | 1-5 | 2-8 | 1-6 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Pareto Chart, Top Causes, Focus List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | Theory of ConstraintsAssumptionsSystems thinking | PrioritizationQualityFocusRoot cause | Systems thinkingRoot causeConstraintsCausality |