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| Criterion |  Systems Thinking Polarity Mapping |  Agile WSJF |  Operations Barrier Analysis |  Operations MORT 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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 2-4 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Ranked Backlog, Cost-of-Delay Assumptions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LeanEconomicsSequencePrioritization | Root causeSafetyIncident | Root causeSafetySystemicIncident |