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| Criterion |  Operations Causal Factor Analysis |  Innovation Lean Startup |  Systems Thinking Current Reality Tree |  Operations Barrier Analysis |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 2-6 h | Wochen bis Monate je Lernzyklus | 2-6 h | 2-4 h |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current Reality Tree, Core Problems, Intervention Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | CausalityIncidentRoot causeTimeline | LeanStartupValidationMVP | Systems thinkingRoot causeConstraintsCausality | Root causeSafetyIncident |