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| Criterion |  Systems Thinking Systems Mapping |  Operations Kepner-Tregoe |  Systems Thinking Current Reality Tree |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | 2-8 h | 2-6 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Problem Analysis, Decision Analysis, Risk Plan | Current Reality Tree, Core Problems, Intervention Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Problem solvingRoot causeDecisionOperations | Systems thinkingRoot causeConstraintsCausality | LeanProblem solvingCoachingOperations |