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| Criterion |  Systems Thinking Systems Mapping |  Operations Causal Factor Analysis |  Systems Thinking Future Reality Tree |  Operations Barrier 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 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | High | Medium |
Timedifferent | 1-3 h | 2-6 h | 2-4 h | 2-4 h |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingMappingBoundariesChange | CausalityIncidentRoot causeTimeline | Theory of ConstraintsSystems thinkingChange | Root causeSafetyIncident |