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| Criterion |  Product Strategy Impact Mapping |  Operations Causal Factor Analysis |  Decision Making Decision Tree |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-90 min | 2-6 h | 30-90 min | 1-3 h |
Participantsdifferent | 3-8 | 3-10 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Decision Tree, Option Map, Assumption List | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | CausalityIncidentRoot causeTimeline | DecisionTreeOptions | Root causeTreeIncidentQuality |