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| Criterion |  Innovation Double Diamond |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | Wochen bis Monate | 2-6 h | 2-6 h | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ProcessDivergenceInnovation | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics |