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| Criterion |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |  Business Strategy Value Chain 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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitysame | High | High | High |
Timedifferent | 2-6 h | 2-6 h | Half day |
Participantsdifferent | 3-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Value Chain Map, Lever List |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline | StrategyBusiness modelDiagnosisAnalysis |
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