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 |  Product Discovery Outcome-Driven Innovation |  Operations 5 Whys |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 2-6 h | Mehrere Wochen | 15-30 min | 0.5-3 Tage |
Participantsdifferent | 3-8 | 2-6 researchers plus sample | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Root cause notes, Countermeasures | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | OutcomesInnovationResearchQuantitative | Root causeIncidentLeanProblem solving | Theory of ConstraintsConstraintsSystems thinkingCausality |