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| Criterion |  Systems Thinking Systems Mapping |  Operations Causal Factor Analysis |  Decision Making Force Field Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 2-6 h | 45-90 min | 15-30 min |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Force Field Map, Change Levers, Risk Notes | Root cause notes, Countermeasures |
Tagsno overlap | Systems thinkingMappingBoundariesChange | CausalityIncidentRoot causeTimeline | ChangeDecisionStrategy | Root causeIncidentLeanProblem solving |