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| Criterion |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 2-6 h | 2-6 h | 1-2 h | 60-90 min |
Participantsdifferent | 3-8 | 3-10 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |