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| Criterion |  Operations MORT Analysis |  Facilitation Lean Coffee |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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. | 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. |
Complexitydifferent | High | Low | High | High |
Timedifferent | Mehrere Tage bis Wochen | 30-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 2-6 | 3-20 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Prioritized Topics, Discussion Notes, Action Items | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Root causeSafetySystemicIncident | FacilitationAutonomyDialogue | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |