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| Criterion |  Operations Bottleneck Analysis |  Decision Making PERT 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 15-45 min | 1-3 h |
Participantsdifferent | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | PERT Estimate, Expected Value, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | FlowMeasurementConstraints | EstimationUncertaintyRisk | FeedbackSystems thinkingCausalityDynamics |
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