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| Criterion |  Innovation Double Diamond |  Operations Fault Tree Analysis |  Systems Thinking Causal Loop Diagram |  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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | Wochen bis Monate | 2-6 h | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ProcessDivergenceInnovation | RiskRoot causeSafety | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |