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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Operations 5 Whys |  Operations Barrier 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. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 1-5 Tage | Half day | 15-30 min | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving | Root causeSafetyIncident |