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| Criterion |  Systems Thinking Intervention Mapping |  UX Research Affinity Diagramming |  Systems Thinking Current Reality Tree |  Operations Change Analysis |
|---|---|---|---|---|
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. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | 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. | 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 | Low | High | Medium |
Timedifferent | 1-5 Tage | 45–90 min | 2-6 h | 45-120 min |
Participantsdifferent | 4-12 | 3-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Theme clusters, Insight statements, Opportunity areas | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ChangeSystems thinkingCapability | SynthesisQualitativeRoot cause | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison |