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| Criterion |  Growth Golden Circle |  Operations Fault Tree Analysis |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | 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 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 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 | High | High |
Timedifferent | 30-60 min | 2-6 h | 2-6 h | 2-6 h |
Participantsdifferent | 1-8 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | MarketingPositioningCommunication | RiskRoot causeSafety | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |