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| Criterion |  Systems Thinking Leverage Points |  Decision Making Option Framing |  Operations Barrier Analysis |  Operations Change 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 early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 | Medium | Medium | Medium |
Timedifferent | Half day | 45-120 min | 2-4 h | 45-120 min |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Systems thinkingChangeStrategy | OptionsDecision framingStrategyComparison | Root causeSafetyIncident | ChangeRoot causeTroubleshootingComparison |