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| Criterion |  Operations Accountability Ladder |  Systems Thinking Causal Loop Diagram |  Operations Barrier Analysis |  Operations MORT Analysis |
|---|---|---|---|---|
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. | 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. | For a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 20-45 min | 1-3 h | 2-4 h | Mehrere Tage bis Wochen |
Participantsdifferent | 1-8 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | ResponsibilityLeadershipTeam | FeedbackSystems thinkingCausalityDynamics | Root causeSafetyIncident | Root causeSafetySystemicIncident |