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| Criterion |  Operations Causal Factor Analysis |  Operations Accountability Ladder |  Systems Thinking Causal Loop Diagram |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | High | Low | Medium | Low |
Timedifferent | 2-6 h | 20-45 min | 1-3 h | 15-30 min |
Participantsdifferent | 3-10 | 1-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Ownership Reflection, Action Commitment, Coaching Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Root cause notes, Countermeasures |
Tagsno overlap | CausalityIncidentRoot causeTimeline | ResponsibilityLeadershipTeam | FeedbackSystems thinkingCausalityDynamics | Root causeIncidentLeanProblem solving |