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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Accountability Ladder |  Systems Thinking Current Reality Tree |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-90 min | 20-45 min | 2-6 h | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Ownership Reflection, Action Commitment, Coaching Notes | Current Reality Tree, Core Problems, Intervention Ideas | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Systems thinkingFramingStakeholders | ResponsibilityLeadershipTeam | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersTeam |