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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Argument Mapping |  Operations Change Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-6 h | 1-3 h | 45-120 min | 2-6 h |
Participantsdifferent | 3-8 | 1-8 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Argument Map, Evidence Gaps, Decision Rationale | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | SensemakingDecisionRationale | ChangeRoot causeTroubleshootingComparison | CausalityIncidentRoot causeTimeline |