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| Criterion |  Operations Root Cause Tree Analysis |  Operations Barrier Analysis |  Innovation Contradiction Analysis |
|---|---|---|---|
Purposedifferent | 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 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 60-120 min |
Participantsdifferent | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | Root causeTreeIncidentQuality | Root causeSafetyIncident | ContradictionsInnovationProblem solving |
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