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| Criterion |  Operations Causal Factor Analysis |  Innovation Design Sprint |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | 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. | 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. | 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 | High | High | Medium | High |
Timedifferent | 2-6 h | 4-5 Tage | 2-4 h | 2-6 h |
Participantsdifferent | 3-10 | 5-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Prototype, Test Findings, Decision Rationale | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | CausalityIncidentRoot causeTimeline | Design sprintPrototypeValidationInnovation | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |