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| Criterion |  Systems Thinking Current Reality Tree |  Innovation Rapid Ideation |  Innovation Crazy 8s |  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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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 | 5-20 min | 8-15 min | 2-6 h |
Participantsdifferent | 3-8 | 1-20 | 1-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Ideenpool, Roh-Shortlist, Cluster | Sketch Set, Idea Shortlist, Direction Options | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | BrainstormingIdeationDivergenceSpeed | BrainstormingSketchingSpeedDivergenceDesign sprint | CausalityIncidentRoot causeTimeline |