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| Criterion |  Innovation Double Diamond |  Systems Thinking Current Reality Tree |  Operations Change Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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 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 a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Medium | High | Medium | High |
Timedifferent | Wochen bis Monate | 2-6 h | 45-120 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | ProcessDivergenceInnovation | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison | CausalityIncidentRoot causeTimeline |