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| Criterion |  Operations Barrier Analysis |  Decision Making RAPID |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | Medium | Medium | High | High |
Timedifferent | 2-4 h | 45-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 2-6 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | RAPID Role Map, Recommendation, Decision Log | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Root causeSafetyIncident | DecisionRolesGovernance | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |