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| Criterion |  Systems Thinking Polarity Mapping |  Operations Barrier Analysis |  Operations MORT Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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 | Medium | Medium | High | High |
Timedifferent | 1-2 h | 2-4 h | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 3-12 | 2-6 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeSafetyIncident | Root causeSafetySystemicIncident | Systems thinkingRoot causeConstraintsCausality |