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| Criterion |  Decision Making Risk Matrix |  Systems Thinking Causal Loop Diagram |  Decision Making Assumption Surfacing |  Systems Thinking Behavior Over Time Graph |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 45-90 min | 20-45 min |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 1-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Causal Loop Diagram, Feedback Notes, Leverage Points | Assumption List, Critical Assumptions, Learning Plan | Behavior Over Time Graph, Trend Hypotheses, Key Events |
Tagsno overlap | RiskDecisionPrioritizationAssessment | FeedbackSystems thinkingCausalityDynamics | AssumptionsRiskDecisionDiscovery | Systems thinkingPatternsDynamics |