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| Criterion |  Operations Root Cause Tree Analysis |  Operations Barrier Analysis |  Decision Making OODA Loop |  Operations 5 Whys |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 15-60 min je Zyklus | 15-30 min |
Participantsdifferent | 2-8 | 2-6 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Situation Assessment, Decision Loop, Action Updates | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | Root causeSafetyIncident | DecisionChangeLearningStrategy | Root causeIncidentLeanProblem solving |