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| Criterion |  Operations Fishbone Diagram |  Operations Scatter Diagram |  Systems Thinking Rich Picture |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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 | Low | Low | Low | High |
Timedifferent | 30-60 min | 30-90 min | 30-90 min | 2-6 h |
Participantsdifferent | 2-8 | 1-4 | 2-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Rich Picture, Problem Framing Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Root causeQualityOperations | Root causeQualityVisualization | Systems thinkingSoft systemsFramingVisualization | Systems thinkingRoot causeConstraintsCausality |