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| Criterion |  Systems Thinking Intervention Mapping |  Engineering Failure Scenario Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 1-5 Tage | 1-3 h | 2-4 h | Half day |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | FailureResilienceRisk | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy |