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| Criterion |  Operations ALPEN Method |  Systems Thinking Futures Wheel |  Operations Barrier Analysis |  Operations MORT Analysis |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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 | 10-20 min daily | 60-120 min | 2-4 h | Mehrere Tage bis Wochen |
Participantsdifferent | 1 | 3-10 | 2-6 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Futures Wheel, Consequence Chains, Strategic Signals | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | PlanningTime managementProductivityOperations | ForesightSystems thinkingSignals | Root causeSafetyIncident | Root causeSafetySystemicIncident |