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| Criterion |  Systems Thinking Systems Mapping |  Operations Change Analysis |  Operations Root Cause Tree Analysis |  Operations Root Cause 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 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-120 min | 1-3 h | 1-4 h |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeRoot causeTroubleshootingComparison | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |