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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Responsibility Poker |  Operations 8D Problem Solving |  Operations Root Cause 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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 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. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-6 h | 45-90 min | 1-6 Wochen | 1-4 h |
Participantsdifferent | 3-8 | 3-10 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Responsibility Map, Role Agreements, Open Questions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | RolesResponsibilityTeamFacilitation | QualityProblem solvingRoot cause | Root causeProblem solvingQualityIncident |