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| Criterion |  Systems Thinking Intervention Mapping |  Operations A3 Problem Solving |  Operations Barrier Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-5 Tage | 45-90 min | 2-4 h | 15-30 min |
Participantsdifferent | 4-12 | 2-5 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | A3 Report, Action Plan, Root Cause Analysis | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | ChangeSystems thinkingCapability | LeanProblem solvingCoachingOperations | Root causeSafetyIncident | Root causeIncidentLeanProblem solving |