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| Criterion |  Systems Thinking Causal Loop Diagram |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | High |
Timedifferent | 1-3 h | 90-180 min | 2-6 h |
Participantsdifferent | 2-8 | 4-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Decision Rights Matrix, Agreement | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | DecisionGovernanceAlignmentResponsibility | Systems thinkingRoot causeConstraintsCausality |
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