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| Criterion |  Facilitation Timeline |  Agile WSJF |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-90 min | 45-90 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-12 | 3-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Timeline, Milestones, Insight Notes | Ranked Backlog, Cost-of-Delay Assumptions | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | TimelineFacilitationSequence | LeanEconomicsSequencePrioritization | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |