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| Criterion |  Operations Visual Management |  Systems Thinking Soft Systems Methodology |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | Ongoing | 0.5-3 Tage | 2-4 h | 2-6 h |
Participantsdifferent | 1-20 | 5-15 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | SignalsOperationsVisual management | Soft systemsComplexitySensemakingSystems thinking | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |