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| Criterion |  Facilitation Lean Coffee |  Systems Thinking Causal Loop Diagram |  Operations Barrier Analysis |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | Medium | Medium | High |
Timedifferent | 30-90 min | 1-3 h | 2-4 h | 2-6 h |
Participantsdifferent | 3-20 | 2-8 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Causal Loop Diagram, Feedback Notes, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | FacilitationAutonomyDialogue | FeedbackSystems thinkingCausalityDynamics | Root causeSafetyIncident | DynamicsSimulationFeedbackSystems thinking |