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| Criterion |  Systems Thinking Polarity Mapping |  Operations MORT Analysis |  Decision Making Argument Mapping |  Operations Barrier Analysis |
|---|---|---|---|---|
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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | Mehrere Tage bis Wochen | 1-3 h | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Argument Map, Evidence Gaps, Decision Rationale | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeSafetySystemicIncident | SensemakingDecisionRationale | Root causeSafetyIncident |