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| Criterion |  Decision Making Risk Matrix |  Systems Thinking Current Reality Tree |  Operations 5 Whys |
|---|---|---|---|
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 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. |
Complexitydifferent | Low | High | Low |
Timedifferent | 30-60 min | 2-6 h | 15-30 min |
Participantsdifferent | 3-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | RiskDecisionPrioritizationAssessment | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |
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