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| Criterion |  Systems Thinking Current Reality Tree |  Business Strategy GAP Analysis |  Operations Root Cause Analysis |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Medium | High |
Timedifferent | 2-6 h | 1-3 h | 1-4 h | 2-6 h |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Gap Matrix, Action Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StrategyAnalysisPlanning | Root causeProblem solvingQualityIncident | CausalityIncidentRoot causeTimeline |