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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Operations Barrier Analysis |  Operations Change Analysis |
|---|---|---|---|---|
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 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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 2-4 h | Half day | 2-4 h | 45-120 min |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | Root causeSafetyIncident | ChangeRoot causeTroubleshootingComparison |