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| Criterion |  Operations Fishbone Diagram |  Operations Accountability Ladder |  Systems Thinking Current Reality Tree |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 30-60 min | 20-45 min | 2-6 h | 1-6 Wochen |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Ownership Reflection, Action Commitment, Coaching Notes | Current Reality Tree, Core Problems, Intervention Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Root causeQualityOperations | ResponsibilityLeadershipTeam | Systems thinkingRoot causeConstraintsCausality | QualityProblem solvingRoot cause |