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| Criterion |  Facilitation Mind Mapping |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Innovation Brainwriting |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 15-45 min | 45-120 min | 2-6 h | 15-30 min |
Participantsdifferent | 1-10 | 2-6 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | BrainstormingCollaborationInclusionIdeas |