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| Criterion |  Agile WSJF |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |  Operations 5 Whys |
|---|---|---|---|---|
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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | 45-90 min | 2-6 h | 1-3 h | 15-30 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | Root cause notes, Countermeasures |
Tagsno overlap | LeanEconomicsSequencePrioritization | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics | Root causeIncidentLeanProblem solving |