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| Criterion |  Operations Causal Factor Analysis |  Facilitation Expectation Mapping |  Systems Thinking Current Reality Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-6 h | 45-90 min | 2-6 h | 1-2 h |
Participantsdifferent | 3-10 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Expectation Map, Alignment Notes, Agreements | Current Reality Tree, Core Problems, Intervention Ideas | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | CausalityIncidentRoot causeTimeline | AlignmentStakeholdersTeam | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersStrategyFacilitation |