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| Criterion |  Operations Bottleneck Analysis |  Facilitation Responsibility Poker |  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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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 | High |
Timedifferent | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 3-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Responsibility Map, Role Agreements, Open Questions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | RolesResponsibilityTeamFacilitation | Systems thinkingRoot causeConstraintsCausality |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
