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| Criterion |  Systems Thinking Systems Mapping |  Operations MORT 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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 | Mehrere Tage bis Wochen | 45-120 min | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 2-6 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Root causeSafetySystemicIncident | ChangeRoot causeTroubleshootingComparison | Root causeSafetyIncident |