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| Criterion |  Operations Scatter Diagram |  Systems Thinking Rich Picture |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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. | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 30-90 min | 30-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 1-4 | 2-10 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Rich Picture, Problem Framing Notes | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Root causeQualityVisualization | Systems thinkingSoft systemsFramingVisualization | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |