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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Current Reality Tree |  Domain Modeling Context Map |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | 1-3 h | 2-6 h | 1-3 h | 2-6 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas | Context Map, Integration Patterns, Boundary Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingRoot causeConstraintsCausality | Domain-Driven DesignBoundariesStrategy | CausalityIncidentRoot causeTimeline |