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| Criterion |  Systems Thinking Systems Mapping |  Operations Fault Tree Analysis |  Operations Change 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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 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 | Medium | Medium |
Timedifferent | 1-3 h | 2-6 h | 45-120 min | 2-4 h |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskRoot causeSafety | ChangeRoot causeTroubleshootingComparison | Root causeSafetyIncident |