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| Criterion |  Systems Thinking Leverage Points |  Operations Causal Factor Analysis |  Operations Change Analysis |  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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | 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 | High | Medium | Medium |
Timedifferent | Half day | 2-6 h | 45-120 min | 2-4 h |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingChangeStrategy | CausalityIncidentRoot causeTimeline | ChangeRoot causeTroubleshootingComparison | Root causeSafetyIncident |