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| Criterion |  Operations Bottleneck Analysis |  Systems Thinking Intervention Mapping |  Decision Making Decision Tree |  Systems Thinking Current 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 1-5 Tage | 30-90 min | 2-6 h |
Participantsdifferent | 3-8 | 4-12 | 1-6 | 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 | Decision Tree, Option Map, Assumption List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | ChangeSystems thinkingCapability | DecisionTreeOptions | Systems thinkingRoot causeConstraintsCausality |