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| Criterion |  Systems Thinking Leverage Points |  Operations Root Cause Tree Analysis |  Operations Barrier Analysis |  Operations Root Cause 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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 2-4 h | 1-4 h |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingChangeStrategy | Root causeTreeIncidentQuality | Root causeSafetyIncident | Root causeProblem solvingQualityIncident |