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| Criterion |  Operations Accountability Ladder |  Operations Fault Tree Analysis |  Systems Thinking Causal Loop Diagram |  Operations Barrier 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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-45 min | 2-6 h | 1-3 h | 2-4 h |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Causal Loop Diagram, Feedback Notes, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ResponsibilityLeadershipTeam | RiskRoot causeSafety | FeedbackSystems thinkingCausalityDynamics | Root causeSafetyIncident |