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| Criterion |  Agile WSJF |  Systems Thinking Causal Loop Diagram |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | High | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 2-4 h | 2-6 h |
Participantsdifferent | 3-10 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Causal Loop Diagram, Feedback Notes, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanEconomicsSequencePrioritization | FeedbackSystems thinkingCausalityDynamics | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |