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| Criterion |  Systems Thinking Causal Loop Diagram |  Innovation Lean Startup |  Operations 5 Whys |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 15-30 min | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving | CausalityIncidentRoot causeTimeline |