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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Responsibility Poker |  Operations Accountability Ladder |  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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | 45-90 min | 20-45 min | 2-6 h |
Participantsdifferent | 3-8 | 3-10 | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Responsibility Map, Role Agreements, Open Questions | Ownership Reflection, Action Commitment, Coaching Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | RolesResponsibilityTeamFacilitation | ResponsibilityLeadershipTeam | CausalityIncidentRoot causeTimeline |