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| Criterion |  Systems Thinking Leverage Points |  Operations 5 Whys |  Systems Thinking Future Reality Tree |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | High | Low | High | Medium |
Timedifferent | Half day | 15-30 min | 2-4 h | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Root cause notes, Countermeasures | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving | Theory of ConstraintsSystems thinkingChange | Root causeSafetyIncident |