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| Criterion |  Systems Thinking Systems Mapping |  Facilitation Decision Jam |  Operations Kepner-Tregoe |  Operations Change Analysis |
|---|---|---|---|---|
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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 60-90 min | 2-8 h | 45-120 min |
Participantsdifferent | 3-12 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Problem Cluster, Prioritized Challenge, Experiment | Problem Analysis, Decision Analysis, Risk Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Systems thinkingMappingBoundariesChange | FacilitationDecisionProblem solvingWorkshop | Problem solvingRoot causeDecisionOperations | ChangeRoot causeTroubleshootingComparison |