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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |  Systems Thinking Current Reality Tree |  Operations Causal Factor 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-3 h | 45-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |