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| Criterion |  Systems Thinking Causal Loop Diagram |  Innovation Design Sprint |  Innovation Design Thinking |  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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | High | High | High |
Timedifferent | 1-3 h | 4-5 Tage | 1 Tag bis mehrere Wochen | 2-6 h |
Participantsdifferent | 2-8 | 5-8 | 4-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch | Systems thinkingRoot causeConstraintsCausality |