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| Criterion |  Operations Barrier Analysis |  Innovation Design Sprint |  Systems Thinking Current Reality Tree |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 2-4 h | 4-5 Tage | 2-6 h | 15-30 min |
Participantsdifferent | 2-6 | 5-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Prototype, Test Findings, Decision Rationale | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | Root causeSafetyIncident | Design sprintPrototypeValidationInnovation | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |