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| Criterion |  Systems Thinking Systems Mapping |  Operations Fishbone Diagram |  Operations Change 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. | 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 | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 45-120 min | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Fishbone Diagram, Cause Categories, Investigation Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Root causeQualityOperations | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality |