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| Criterion |  Operations Change Analysis |  Domain Modeling Bounded Context Canvas |  Systems Thinking Current Reality Tree |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-120 min | 1-3 h | 2-6 h | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Context Canvas, Glossary, Integration Notes | Current Reality Tree, Core Problems, Intervention Ideas | System Map, Dependencies, Leverage Points |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Domain-Driven DesignBoundariesModeling | Systems thinkingRoot causeConstraintsCausality | Systems thinkingMappingBoundariesChange |