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| Criterion |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |  Innovation Brainstorming |  Innovation Rapid Ideation |
|---|---|---|---|---|
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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 2-6 h | 2-6 h | 30-60 min | 5-20 min |
Participantsdifferent | 3-8 | 3-10 | 4-12 | 1-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Idea pool, Theme clusters, Shortlist | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationDivergenceSpeed |