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| Criterion |  Operations Change Analysis |  Systems Thinking Causal Loop Diagram |  Product Discovery Assumption Mapping |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-120 min | 1-3 h | 45-60 min | 2-6 h |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Causal Loop Diagram, Feedback Notes, Leverage Points | Assumption map, Test backlog, Risk ranking | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FeedbackSystems thinkingCausalityDynamics | AssumptionsRiskExperimentsValidation | DynamicsSimulationFeedbackSystems thinking |