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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Concept Mapping |  Systems Thinking Current Reality Tree |  Systems Thinking Iceberg Model |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-2 h | 2-6 h | 30-60 min |
Participantsdifferent | 3-8 | 1-8 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Concept Map, Relationship Labels, Knowledge Gaps | Current Reality Tree, Core Problems, Intervention Ideas | Iceberg Worksheet, Pattern Notes, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | KnowledgeConceptsMappingSensemaking | Systems thinkingRoot causeConstraintsCausality | Systems thinkingRoot causePatterns |