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| Criterion |  Operations Accountability Ladder |  Systems Thinking Polarity Mapping |  Operations MORT Analysis |  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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | 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 | Medium | High | Medium |
Timedifferent | 20-45 min | 1-2 h | Mehrere Tage bis Wochen | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Polarity Map, Warning Signs, Balance Actions | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingTradeoffsLeadership | Root causeSafetySystemicIncident | Root causeSafetyIncident |