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| Criterion |  Operations Root Cause Tree Analysis |  Systems Thinking Systems Mapping |  Operations Root Cause Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 1-4 h | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | System Map, Dependencies, Leverage Points | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Root causeTreeIncidentQuality | Systems thinkingMappingBoundariesChange | Root causeProblem solvingQualityIncident | Root causeSafetyIncident |