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| Criterion |  Business Strategy GAP Analysis |  Decision Making Pareto Analysis |  Operations Barrier Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | 2-4 h | 1-3 h |
Participantsdifferent | 2-8 | 1-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Pareto Chart, Top Causes, Focus List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | StrategyAnalysisPlanning | PrioritizationQualityFocusRoot cause | Root causeSafetyIncident | Root causeTreeIncidentQuality |