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| Criterion |  Operations Barrier Analysis |  Systems Thinking Stock and Flow Diagram |  Operations 5 Whys |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 2-4 h | 2-6 h | 15-30 min | Mehrere Tage bis Wochen |
Participantsdifferent | 2-6 | 1-6 | 2-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Root cause notes, Countermeasures | Simulation Model, Scenario Reports |
Tagsno overlap | Root causeSafetyIncident | DynamicsSimulationFeedbackSystems thinking | Root causeIncidentLeanProblem solving | Systems thinkingDynamicsSimulationAnalysis |