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| Criterion |  Operations Barrier Analysis |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 2-4 h | Half day | 1-3 h | 45-120 min |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Root causeSafetyIncident | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | ChangeRoot causeTroubleshootingComparison |