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| Criterion |  Systems Thinking Causal Loop Diagram |  Operations Accountability Ladder |  Operations 5 Whys |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-3 h | 20-45 min | 15-30 min | 2-6 h |
Participantsdifferent | 2-8 | 1-8 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Ownership Reflection, Action Commitment, Coaching Notes | Root cause notes, Countermeasures | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | ResponsibilityLeadershipTeam | Root causeIncidentLeanProblem solving | DynamicsSimulationFeedbackSystems thinking |