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| Criterion |  Operations Change Analysis |  Systems Thinking Intervention Mapping |  Operations Fishbone Diagram |  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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Low | High |
Timedifferent | 45-120 min | 1-5 Tage | 30-60 min | 2-6 h |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Fishbone Diagram, Cause Categories, Investigation Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ChangeSystems thinkingCapability | Root causeQualityOperations | Systems thinkingRoot causeConstraintsCausality |