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| Criterion |  Systems Thinking Polarity Mapping |  Operations 5 Whys |  Operations A3 Problem Solving |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 15-30 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | Root causeSafetyIncident |