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| Criterion |  Systems Thinking Causal Loop Diagram |  Agile Ideal Days |  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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | High |
Timedifferent | 1-3 h | 15-60 min | 2-6 h |
Participantsdifferent | 2-8 | 2-9 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | EstimationEffortAgile | Systems thinkingRoot causeConstraintsCausality |
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