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| Criterion |  Operations Visual Management |  Systems Thinking Evaporating Cloud |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 60-120 min | 1-3 h | 2-6 h |
Participantsdifferent | 1-20 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | SignalsOperationsVisual management | Theory of ConstraintsAssumptionsSystems thinking | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |