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| Criterion |  Systems Thinking Current Reality Tree |  Business Strategy GAP Analysis |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | Medium | High |
Timedifferent | 2-6 h | 1-3 h | 2-4 h | 2-6 h |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Gap Matrix, Action Plan, Risk Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | StrategyAnalysisPlanning | Root causeSafetyIncident | CausalityIncidentRoot causeTimeline |