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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Causal Loop Diagram |  Operations Barrier Analysis |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 2-4 h | 2-6 h |
Participantsdifferent | 3-12 | 2-8 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Causal Loop Diagram, Feedback Notes, Leverage Points | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | Systems thinkingMappingBoundariesChange | FeedbackSystems thinkingCausalityDynamics | Root causeSafetyIncident | DynamicsSimulationFeedbackSystems thinking |