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| Criterion |  Systems Thinking Current Reality Tree |  Innovation Brainwriting |  Operations Barrier Analysis |  Operations Causal Factor 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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build 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 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 | High | Low | Medium | High |
Timedifferent | 2-6 h | 15-30 min | 2-4 h | 2-6 h |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Idea sheets, Expanded concepts, Prioritized list | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | BrainstormingCollaborationInclusionIdeas | Root causeSafetyIncident | CausalityIncidentRoot causeTimeline |