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| Criterion |  Systems Thinking Current Reality Tree |  Operations Accountability Ladder |  Operations Barrier Analysis |  Operations MORT Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 2-6 h | 20-45 min | 2-4 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-8 | 1-8 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Ownership Reflection, Action Commitment, Coaching Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ResponsibilityLeadershipTeam | Root causeSafetyIncident | Root causeSafetySystemicIncident |