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| Criterion |  Systems Thinking Rich Picture |  Operations Accountability Ladder |  Decision Making Decision Rights Mapping |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 20-45 min | 90-180 min | 45-90 min |
Participantsdifferent | 2-10 | 1-8 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | Ownership Reflection, Action Commitment, Coaching Notes | Decision Rights Matrix, Agreement | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | ResponsibilityLeadershipTeam | DecisionGovernanceAlignmentResponsibility | Systems thinkingFramingStakeholders |