View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Expectation Mapping |  Operations 8D Problem Solving |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-6 h | 45-90 min | 1-6 Wochen | 1-2 h |
Participantsdifferent | 3-8 | 3-12 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Expectation Map, Alignment Notes, Agreements | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersTeam | QualityProblem solvingRoot cause | AlignmentStakeholdersStrategyFacilitation |