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| Criterion |  Facilitation Mind Mapping |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 15-45 min | 45-120 min | 2-6 h | 1-3 h |
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 | System Map, Dependencies, Leverage Points |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | Systems thinkingMappingBoundariesChange |