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| Criterion |  Operations Change Analysis |  Systems Thinking Intervention Mapping |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | 45-120 min | 1-5 Tage | 2-4 h | 2-6 h |
Participantsdifferent | 2-6 | 4-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ChangeSystems thinkingCapability | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |