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| Criterion |  Decision Making DACI |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-60 min | 2-6 h | 1-3 h | 90-180 min |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernanceAlignment | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics | DecisionGovernanceAlignmentResponsibility |