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| Criterion |  Facilitation Timeline |  Facilitation Lean Coffee |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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 | Low | Low | High | High |
Timedifferent | 30-90 min | 30-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 2-12 | 3-20 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Timeline, Milestones, Insight Notes | Prioritized Topics, Discussion Notes, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | TimelineFacilitationSequence | FacilitationAutonomyDialogue | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |