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| Criterion |  Systems Thinking Systems Mapping |  Operations Barrier Analysis |  Operations Fault Tree Analysis |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 2-4 h | 2-6 h | 45-120 min |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Root causeSafetyIncident | RiskRoot causeSafety | ChangeRoot causeTroubleshootingComparison |