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| Criterion |  Facilitation Timeline |  Facilitation Lean Coffee |  Systems Thinking Current Reality Tree |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 30-90 min | 30-90 min | 2-6 h | 0.5-3 Tage |
Participantsdifferent | 2-12 | 3-20 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Prioritized Topics, Discussion Notes, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | TimelineFacilitationSequence | FacilitationAutonomyDialogue | Systems thinkingRoot causeConstraintsCausality | Theory of ConstraintsConstraintsSystems thinkingCausality |