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| Criterion |  Facilitation Six Thinking Hats |  Systems Thinking Current Reality Tree |  Operations MORT Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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 | High | Medium |
Timedifferent | 45-90 min | 2-6 h | Mehrere Tage bis Wochen | 2-4 h |
Participantsdifferent | 4-12 | 3-8 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | FacilitationOptionsDecision | Systems thinkingRoot causeConstraintsCausality | Root causeSafetySystemicIncident | Root causeSafetyIncident |