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| Criterion |  Operations DMAIC |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 2-12 Wochen | 1-5 Tage | 60-120 min | 1-3 h |
Participantsdifferent | 3-10 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | System Map, Dependencies, Leverage Points |
Tagsno overlap | Continuous improvementQualityProcess improvement | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingMappingBoundariesChange |