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| Criterion |  Systems Thinking Systems Mapping |  Operations Causal Factor Analysis |  Operations 5 Whys |  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. | 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. | 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. | 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 | High | Low | High |
Timedifferent | 1-3 h | 2-6 h | 15-30 min | 2-6 h |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Root cause notes, Countermeasures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingMappingBoundariesChange | CausalityIncidentRoot causeTimeline | Root causeIncidentLeanProblem solving | Systems thinkingRoot causeConstraintsCausality |