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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Assumption Surfacing |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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 | Medium | Low | High | High |
Timedifferent | 1-3 h | 45-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Assumption List, Critical Assumptions, Learning Plan | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingMappingBoundariesChange | AssumptionsRiskDecisionDiscovery | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |