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 |  Business Strategy Strategy Map |  Systems Thinking Iceberg Model |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-6 h | 2-4 h workshop plus review | 30-60 min | 1-3 h |
Participantsdifferent | 3-8 | 4-10 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Strategy Map, Objective Set, Cause-Effect Hypotheses | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | AlignmentExecutionGoalsCausality | Systems thinkingRoot causePatterns | FeedbackSystems thinkingCausalityDynamics |