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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Operations Root Cause Tree 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 1-3 h | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | Root causeTreeIncidentQuality | Root causeSafetyIncident |