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| Criterion |  Operations Bottleneck Analysis |  Systems Thinking Intervention Mapping |  Operations Change Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 1-5 Tage | 45-120 min | Half day |
Participantsdifferent | 3-8 | 4-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy |
Tagsno overlap | FlowMeasurementConstraints | ChangeSystems thinkingCapability | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy |