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| Criterion |  Systems Thinking Intervention Mapping |  Operations Kepner-Tregoe |  Systems Thinking Leverage Points |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 1-5 Tage | 2-8 h | Half day | 15-30 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Analysis, Decision Analysis, Risk Plan | Leverage Map, Action Strategy | Root cause notes, Countermeasures |
Tagsno overlap | ChangeSystems thinkingCapability | Problem solvingRoot causeDecisionOperations | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving |