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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Constraint Analysis |  Operations Causal Factor Analysis |  Operations Barrier 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 1-5 Tage | 30-90 min | 2-6 h | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 3-10 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeSystems thinkingCapability | ConstraintsDecisionPlanningOptions | CausalityIncidentRoot causeTimeline | Root causeSafetyIncident |