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| Criterion |  Systems Thinking Systems Mapping |  Operations Root Cause Analysis |  Systems Thinking Leverage Points |  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. | 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. | 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 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 | Medium | High | Medium |
Timedifferent | 1-3 h | 1-4 h | Half day | 2-4 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Leverage Map, Action Strategy | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Root causeProblem solvingQualityIncident | Systems thinkingChangeStrategy | Root causeSafetyIncident |