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| Criterion |  Engineering Failure Scenario Analysis |  Systems Thinking Intervention Mapping |  Decision Making Decision Tree |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-5 Tage | 30-90 min | 20–45 min |
Participantsdifferent | 3-8 | 4-12 | 1-6 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FailureResilienceRisk | ChangeSystems thinkingCapability | DecisionTreeOptions | RiskDecisionFailurePlanning |