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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Accountability Ladder |  Operations 8D Problem Solving |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | High |
Timedifferent | 45-90 min | 20-45 min | 1-6 Wochen | 2-6 h |
Participantsdifferent | 3-8 | 1-8 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Ownership Reflection, Action Commitment, Coaching Notes | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingFramingStakeholders | ResponsibilityLeadershipTeam | QualityProblem solvingRoot cause | Systems thinkingRoot causeConstraintsCausality |