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| Criterion |  Operations Change Analysis |  Knowledge Modeling Knowledge Mapping |  Systems Thinking Systems Mapping |  Operations Fault Tree Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | 2-6 h |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Knowledge Map, Critical Knowledge Areas, Transfer Plan | System Map, Dependencies, Leverage Points | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | KnowledgeMappingRisk | Systems thinkingMappingBoundariesChange | RiskRoot causeSafety |