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| Criterion |  Systems Thinking Intervention Mapping |  Engineering Fault Isolation |  Systems Thinking Leverage Points |  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 technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | 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 | 30-180 min | Half day | 45-120 min |
Participantsdifferent | 4-12 | 1-6 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ChangeSystems thinkingCapability | TroubleshootingDiagnosisEngineering | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison |