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| Criterion |  Operations Barrier Analysis |  Systems Thinking Stock and Flow Diagram |  Operations 5 Whys |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h | 2-6 h | 15-30 min | 1-3 h |
Participantsdifferent | 2-6 | 1-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Root cause notes, Countermeasures | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Root causeSafetyIncident | DynamicsSimulationFeedbackSystems thinking | Root causeIncidentLeanProblem solving | FeedbackSystems thinkingCausalityDynamics |