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| Criterion |  Systems Thinking Current Reality Tree |  Business Strategy Strategy Execution Loop |  Operations Causal Factor Analysis |  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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | 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 | High | Medium |
Timedifferent | 2-6 h | Initial 3-6 h, then monthly or quarterly reviews | 2-6 h | 2-4 h |
Participantsdifferent | 3-8 | 5-12 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Execution Loop, Review Cadence, Strategic Learning Log | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ExecutionCadenceLearningGovernance | CausalityIncidentRoot causeTimeline | Root causeSafetyIncident |