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| Criterion |  Systems Thinking Iceberg Model |  Operations Gemba Walk |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-60 min | 30-120 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-10 | 2-6 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Observation Notes, Improvement Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | Systems thinkingRoot causePatterns | LeanObservationProcessOperations | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |