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| Criterion |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Operations Barrier Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-120 min | 2-6 h | 2-4 h | 2-6 h |
Participantsdifferent | 2-6 | 3-8 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tags1 shared | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | Root causeSafetyIncident | CausalityIncidentRoot causeTimeline |