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| Criterion |  Systems Thinking Intervention Mapping |  Engineering Failure Scenario Analysis |  Systems Thinking Current Reality Tree |  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. | 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. | 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. | 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 | 1-3 h | 2-6 h | 45-120 min |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ChangeSystems thinkingCapability | FailureResilienceRisk | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison |