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| Criterion |  Systems Thinking Current Reality Tree |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention Mapping |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 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. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 2-6 h | 2-4 h | 1-5 Tage | 45-120 min |
Participantsdifferent | 3-8 | 3-8 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability | ChangeRoot causeTroubleshootingComparison |