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| Criterion |  Systems Thinking Intervention Mapping |  Operations Gemba Walk |  Operations Kepner-Tregoe |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 1-5 Tage | 30-120 min | 2-8 h | 1-6 Wochen |
Participantsdifferent | 4-12 | 2-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | ChangeSystems thinkingCapability | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations | QualityProblem solvingRoot cause |