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| Criterion |  Business Strategy Strategy Map |  Operations MORT Analysis |  Systems Thinking Current Reality Tree |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | 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 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 | 2-4 h workshop plus review | Mehrere Tage bis Wochen | 2-6 h | 2-4 h |
Participantsdifferent | 4-10 | 2-6 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Current Reality Tree, Core Problems, Intervention Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | AlignmentExecutionGoalsCausality | Root causeSafetySystemicIncident | Systems thinkingRoot causeConstraintsCausality | Root causeSafetyIncident |