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| Criterion |  Agile Working Agreements |  Operations Barrier Analysis |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | Medium | High | High |
Timedifferent | 45-90 min | 2-4 h | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 2-6 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Working Agreements, Team Norms, Review Cadence | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | TeamCollaborationAgile | Root causeSafetyIncident | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |