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| Criterion |  Innovation Double Diamond |  Systems Thinking Current Reality Tree |  Decision Making Decision 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. | 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium |
Timedifferent | Wochen bis Monate | 2-6 h | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Current Reality Tree, Core Problems, Intervention Ideas | Decision Tree, Option Map, Assumption List | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ProcessDivergenceInnovation | Systems thinkingRoot causeConstraintsCausality | DecisionTreeOptions | FeedbackSystems thinkingCausalityDynamics |