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| Criterion |  Systems Thinking Systems Mapping |  Operations Failure Mode and Effects Analysis |  Operations Barrier 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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 2-6 h | 2-4 h | 1-4 h |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | FMEA Table, Risk Priority, Mitigation Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskQualityOperationsRoot cause | Root causeSafetyIncident | Root causeProblem solvingQualityIncident |