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| Criterion |  Business Strategy Strategy Map |  Systems Thinking Iceberg Model |  Systems Thinking Behavior Over Time Graph |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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. | 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 | Medium | Low | Low | High |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 20-45 min | 2-6 h |
Participantsdifferent | 4-10 | 2-10 | 1-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Behavior Over Time Graph, Trend Hypotheses, Key Events | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | AlignmentExecutionGoalsCausality | Systems thinkingRoot causePatterns | Systems thinkingPatternsDynamics | Systems thinkingRoot causeConstraintsCausality |