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| Criterion |  Operations Accountability Ladder |  Operations Barrier Analysis |  Facilitation Expectation Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 2-4 h | 45-90 min | 15-30 min |
Participantsdifferent | 1-8 | 2-6 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Expectation Map, Alignment Notes, Agreements | Root cause notes, Countermeasures |
Tagsno overlap | ResponsibilityLeadershipTeam | Root causeSafetyIncident | AlignmentStakeholdersTeam | Root causeIncidentLeanProblem solving |