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| Criterion |  Operations Bottleneck Analysis |  Systems Thinking Intervention Mapping |  Decision Making Constraint Analysis |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 1-5 Tage | 30-90 min | 2-4 h |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 3-8 |
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 | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | FlowMeasurementConstraints | ChangeSystems thinkingCapability | ConstraintsDecisionPlanningOptions | Theory of ConstraintsSystems thinkingChange |