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| Criterion |  Operations Accountability Ladder |  Systems Thinking CATWOE Analysis |  Operations Root Cause Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 20-45 min | 45-90 min | 1-4 h | 1-6 Wochen |
Participantsdifferent | 1-8 | 3-8 | 3-8 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingFramingStakeholders | Root causeProblem solvingQualityIncident | QualityProblem solvingRoot cause |