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| Criterion |  Systems Thinking Rich Picture |  Operations Root Cause Tree Analysis |  Operations MORT Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 1-3 h | Mehrere Tage bis Wochen | 1-4 h |
Participantsdifferent | 2-10 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | Cause Tree, Evidence Notes, Countermeasures | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Root causeTreeIncidentQuality | Root causeSafetySystemicIncident | Root causeProblem solvingQualityIncident |