View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Decision Making Assumption Surfacing |  Systems Thinking Causal Loop 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-120 min | 2-6 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | Assumption List, Critical Assumptions, Learning Plan | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | AssumptionsRiskDecisionDiscovery | FeedbackSystems thinkingCausalityDynamics |