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| Criterion |  Systems Thinking Rich Picture |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  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. | 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. | 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 | Medium | High | Medium |
Timedifferent | 30-90 min | 45-120 min | 2-6 h | 45-90 min |
Participantsdifferent | 2-10 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | Systems thinkingFramingStakeholders |