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| Criterion |  Innovation Double Diamond |  Systems Thinking Causal Loop Diagram |  Operations 5 Whys |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Wochen bis Monate | 1-3 h | 15-30 min | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Causal Loop Diagram, Feedback Notes, Leverage Points | Root cause notes, Countermeasures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ProcessDivergenceInnovation | FeedbackSystems thinkingCausalityDynamics | Root causeIncidentLeanProblem solving | Systems thinkingRoot causeConstraintsCausality |