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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Pre-Mortem |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | 20–45 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | Small cross-functional group | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Risk list, Mitigation plan, Assumption log | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskDecisionFailurePlanning | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |