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| Criterion |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Operations Barrier Analysis |  Operations MORT 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 45-90 min | 2-4 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeDecisionStrategy | Root causeSafetyIncident | Root causeSafetySystemicIncident |