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| Criterion |  Systems Thinking Intervention Mapping |  Engineering Failure Scenario Analysis |  Decision Making Constraint 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | 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 | 1-3 h | 30-90 min | 2-6 h |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeSystems thinkingCapability | FailureResilienceRisk | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |