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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Operations Root Cause Tree 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | 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 | Half day | 1-3 h | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | Root causeTreeIncidentQuality | Root causeSafetyIncident |