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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Decision Rights Mapping |  Operations Causal Factor Analysis |  Decision Making DACI |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-6 h | 90-180 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 3-10 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Decision Rights Matrix, Agreement | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | DecisionGovernanceAlignmentResponsibility | CausalityIncidentRoot causeTimeline | DecisionRolesGovernanceAlignment |