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| Criterion |  Operations ALPEN Method |  Systems Thinking Futures Wheel |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | High | High |
Timedifferent | 10-20 min daily | 60-120 min | 2-6 h | 2-6 h |
Participantsdifferent | 1 | 3-10 | 3-10 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Futures Wheel, Consequence Chains, Strategic Signals | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | PlanningTime managementProductivityOperations | ForesightSystems thinkingSignals | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |