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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |  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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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 | 2-6 h | 2-4 h |
Participantsdifferent | 3-12 | 3-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline | Root causeSafetyIncident |