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| Criterion |  Operations Change Analysis |  Decision Making Risk Matrix |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Low | High |
Timedifferent | 45-120 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-6 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Risk Matrix, Top Risk List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionPrioritizationAssessment | Systems thinkingRoot causeConstraintsCausality |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
