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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Current Reality Tree |  Operations Root Cause Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Low | High | Medium | High |
Timedifferent | 45-90 min | 2-6 h | 1-4 h | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Current Reality Tree, Core Problems, Intervention Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | AlignmentStakeholdersTeam | Systems thinkingRoot causeConstraintsCausality | Root causeProblem solvingQualityIncident | CausalityIncidentRoot causeTimeline |