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| Criterion |  Operations Change Analysis |  Systems Thinking Intervention Mapping |  Operations Fault Tree Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 45-120 min | 1-5 Tage | 2-6 h | 2-6 h |
Participantsdifferent | 2-6 | 4-12 | 3-8 | 3-10 |
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 | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ChangeSystems thinkingCapability | RiskRoot causeSafety | RiskQualityOperationsRoot cause |