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| Criterion |  Operations Bottleneck Analysis |  Decision Making Pareto Analysis |  Knowledge Modeling Concept Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 1-2 h | 2-6 h |
Participantsdifferent | 3-8 | 1-6 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Pareto Chart, Top Causes, Focus List | Concept Map, Relationship Labels, Knowledge Gaps | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationQualityFocusRoot cause | KnowledgeConceptsMappingSensemaking | Systems thinkingRoot causeConstraintsCausality |