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| Criterion |  Systems Thinking Intervention Mapping |  Operations 5 Whys |  Operations Barrier Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-5 Tage | 15-30 min | 2-4 h | 45-90 min |
Participantsdifferent | 4-12 | 2-6 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ChangeSystems thinkingCapability | Root causeIncidentLeanProblem solving | Root causeSafetyIncident | LeanProblem solvingCoachingOperations |