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| Criterion |  Operations MORT Analysis |  Facilitation Lean Coffee |  Systems Thinking Current Reality Tree |  Operations Barrier Analysis |
|---|---|---|---|---|
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. | 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 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 | Low | High | Medium |
Timedifferent | Mehrere Tage bis Wochen | 30-90 min | 2-6 h | 2-4 h |
Participantsdifferent | 2-6 | 3-20 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Prioritized Topics, Discussion Notes, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Root causeSafetySystemicIncident | FacilitationAutonomyDialogue | Systems thinkingRoot causeConstraintsCausality | Root causeSafetyIncident |