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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Operations Barrier Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 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 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 | High | Medium | Low |
Timedifferent | 2-4 h | Half day | 2-4 h | 15-30 min |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | Root causeSafetyIncident | Root causeIncidentLeanProblem solving |