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| Criterion |  Facilitation Dot Estimation |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | 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. | 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 | Low | Medium | High | High |
Timedifferent | 5-20 min | 1-3 h | 2-6 h | 2-6 h |
Participantsdifferent | 3-20 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | EstimationEffortRisk | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |