View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Bottleneck Analysis |  Systems Thinking Current Reality Tree |  Facilitation Dot Estimation |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 2-6 h | 5-20 min | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current Reality Tree, Core Problems, Intervention Ideas | Effort Heatmap, Risk Signals, Discussion Targets | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | FlowMeasurementConstraints | Systems thinkingRoot causeConstraintsCausality | EstimationEffortRisk | FeedbackSystems thinkingCausalityDynamics |