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| Criterion |  Operations Causal Factor Analysis |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-6 h | 1-3 h | Half day | 15-30 min |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Root cause notes, Countermeasures |
Tagsno overlap | CausalityIncidentRoot causeTimeline | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving |