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| Criterion |  Systems Thinking Intervention Mapping |  Operations Barrier Analysis |  Systems Thinking Leverage Points |  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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Medium | High | Medium |
Timedifferent | 1-5 Tage | 2-4 h | Half day | 45-120 min |
Participantsdifferent | 4-12 | 2-6 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ChangeSystems thinkingCapability | Root causeSafetyIncident | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison |