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| Criterion |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |  Innovation Crazy 8s |  Operations Barrier 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. | 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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 | High | Low | Medium |
Timedifferent | 2-6 h | 2-6 h | 8-15 min | 2-4 h |
Participantsdifferent | 3-8 | 3-10 | 1-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Sketch Set, Idea Shortlist, Direction Options | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline | BrainstormingSketchingSpeedDivergenceDesign sprint | Root causeSafetyIncident |