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| Criterion |  Systems Thinking Intervention Mapping |  Operations Change Analysis |  Decision Making Force Field Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 1-5 Tage | 45-120 min | 45-90 min | 2-6 h |
Participantsdifferent | 4-12 | 2-6 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Force Field Map, Change Levers, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeSystems thinkingCapability | ChangeRoot causeTroubleshootingComparison | ChangeDecisionStrategy | Systems thinkingRoot causeConstraintsCausality |