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| Criterion |  Operations Change Analysis |  Systems Thinking Causal Loop Diagram |  Decision Making Assumption Surfacing |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | High |
Timedifferent | 45-120 min | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Causal Loop Diagram, Feedback Notes, Leverage Points | Assumption List, Critical Assumptions, Learning Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FeedbackSystems thinkingCausalityDynamics | AssumptionsRiskDecisionDiscovery | Systems thinkingRoot causeConstraintsCausality |