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| Criterion |  Agile NoEstimates |  Systems Thinking Evaporating Cloud |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | 60-120 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-12 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | EstimationForecastingFlow | Theory of ConstraintsAssumptionsSystems thinking | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |