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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Decision Tree |  Operations Barrier 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h | 30-90 min | 2-4 h | 15-30 min |
Participantsdifferent | 3-12 | 1-6 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Decision Tree, Option Map, Assumption List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | Systems thinkingMappingBoundariesChange | DecisionTreeOptions | Root causeSafetyIncident | Root causeIncidentLeanProblem solving |