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| Criterion |  Operations ALPEN Method |  Systems Thinking Soft Systems Methodology |  Operations Failure Mode and Effects Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 10-20 min daily | 0.5-3 Tage | 2-6 h | 2-6 h |
Participantsdifferent | 1 | 5-15 | 3-10 | 3-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | FMEA Table, Risk Priority, Mitigation Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | PlanningTime managementProductivityOperations | Soft systemsComplexitySensemakingSystems thinking | RiskQualityOperationsRoot cause | Systems thinkingRoot causeConstraintsCausality |