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| Criterion |  Operations Barrier Analysis |  Agile WSJF |  Systems Thinking Current Reality Tree |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 2-4 h | 45-90 min | 2-6 h | 0.5-3 Tage |
Participantsdifferent | 2-6 | 3-10 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Ranked Backlog, Cost-of-Delay Assumptions | Current Reality Tree, Core Problems, Intervention Ideas | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | Root causeSafetyIncident | LeanEconomicsSequencePrioritization | Systems thinkingRoot causeConstraintsCausality | Theory of ConstraintsConstraintsSystems thinkingCausality |