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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Current Reality Tree |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 45-90 min | 2-6 h | 15-30 min | 1-4 h |
Participantsdifferent | 3-10 | 3-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |