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| Criterion |  Systems Thinking Intervention Mapping |  Operations Barrier Analysis |  Operations Change 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 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 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. | 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 | 2-4 h | 45-120 min | 15-30 min |
Participantsdifferent | 4-12 | 2-6 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Root cause notes, Countermeasures |
Tagsno overlap | ChangeSystems thinkingCapability | Root causeSafetyIncident | ChangeRoot causeTroubleshootingComparison | Root causeIncidentLeanProblem solving |