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| Criterion |  Operations Change Analysis |  Systems Thinking Leverage Points |  Operations 5 Whys |  Operations Barrier 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-120 min | Half day | 15-30 min | 2-4 h |
Participantsdifferent | 2-6 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving | Root causeSafetyIncident |