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| Criterion |  Operations Barrier Analysis |  Systems Thinking Systems Mapping |  Operations Root Cause Analysis |  Operations Root Cause Tree 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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 1-3 h | 1-4 h | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | System Map, Dependencies, Leverage Points | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Root causeSafetyIncident | Systems thinkingMappingBoundariesChange | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |