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| Criterion |  Product Strategy RICE Scoring |  Systems Thinking Current Reality Tree |  Operations 5 Whys |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 60-90 min | 2-6 h | 15-30 min | 0.5-3 Tage |
Participantsdifferent | 2-10 | 3-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving | Theory of ConstraintsConstraintsSystems thinkingCausality |