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| Criterion |  Systems Thinking Rich Picture |  Operations Kepner-Tregoe |  Systems Thinking CATWOE Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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 | Low | High | Medium | High |
Timedifferent | 30-90 min | 2-8 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-10 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Problem Analysis, Decision Analysis, Risk Plan | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Problem solvingRoot causeDecisionOperations | Systems thinkingFramingStakeholders | Systems thinkingRoot causeConstraintsCausality |