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| Criterion |  Domain Modeling Context Map |  Operations 8D Problem Solving |  Systems Thinking Systems Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 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 | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-6 Wochen | 1-3 h | 15-30 min |
Participantsdifferent | 2-8 | 4-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | System Map, Dependencies, Leverage Points | Root cause notes, Countermeasures |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | QualityProblem solvingRoot cause | Systems thinkingMappingBoundariesChange | Root causeIncidentLeanProblem solving |