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| Criterion |  Operations Barrier Analysis |  Facilitation Six Thinking Hats |  Decision Making Constraint 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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | High |
Timedifferent | 2-4 h | 45-90 min | 30-90 min | 2-6 h |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Root causeSafetyIncident | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |