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| Criterion |  Systems Thinking Wardley Mapping |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | 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 | Medium | High | High |
Timedifferent | 1-3 h | 1-3 h | 2-6 h | 2-6 h |
Participantsdifferent | 2-10 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | StrategySystems thinkingDynamics | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |