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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Current Reality Tree |  Decision Making Assumption Surfacing |  Operations Causal Factor 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 1-5 Tage | 2-6 h | 45-90 min | 2-6 h |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Tree, Core Problems, Intervention Ideas | Assumption List, Critical Assumptions, Learning Plan | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingRoot causeConstraintsCausality | AssumptionsRiskDecisionDiscovery | CausalityIncidentRoot causeTimeline |