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| Criterion |  Systems Thinking Current Reality Tree |  Product Strategy DIBB |  Decision Making Assumption Surfacing |  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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Low | High |
Timedifferent | 2-6 h | 1-2 h | 45-90 min | 2-6 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | DIBB document, Belief list, Bet list, Learning report | Assumption List, Critical Assumptions, Learning Plan | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskDecisionDiscovery | CausalityIncidentRoot causeTimeline |