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| Criterion |  Systems Thinking Causal Loop Diagram |  Innovation Lean Startup |  Systems Thinking Current Reality Tree |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 2-6 h | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | LeanStartupValidationMVP | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |