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| Criterion |  Knowledge Modeling Concept Mapping |  Systems Thinking Systems Mapping |  Operations Barrier Analysis |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-3 h | 2-4 h | 45-120 min |
Participantsdifferent | 1-8 | 3-12 | 2-6 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | System Map, Dependencies, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | Systems thinkingMappingBoundariesChange | Root causeSafetyIncident | ChangeRoot causeTroubleshootingComparison |