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| Criterion |  Business Strategy Scenario Planning |  Operations Change Analysis |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | 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. | 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 | High | Medium | High | High |
Timedifferent | 0.5-2 Tage | 45-120 min | 2-6 h | 2-6 h |
Participantsdifferent | 4-12 | 2-6 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyUncertaintyPlanning | ChangeRoot causeTroubleshootingComparison | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |