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| Criterion |  Systems Thinking Causal Loop Diagram |  Operations Accountability Ladder |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | Medium | High |
Timedifferent | 1-3 h | 20-45 min | 2-4 h | 2-6 h |
Participantsdifferent | 2-8 | 1-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Ownership Reflection, Action Commitment, Coaching Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | ResponsibilityLeadershipTeam | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |