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| Criterion |  Operations Family Tree Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Operations MORT Analysis |
|---|---|---|---|---|
Purposedifferent | For a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Medium | Medium | Medium | High |
Timedifferent | 2-4 h | 60-90 min | 1-2 h | Mehrere Tage bis Wochen |
Participantsdifferent | 2-6 | 3-6 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Family Tree Diagram, Pattern Notes, Systemic Measures | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | Root causePatternsIncidentSystemic | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | Root causeSafetySystemicIncident |