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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Pareto Analysis |  Operations Causal Factor Analysis |  Operations Root Cause Tree 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 many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 1-5 Tage | 30-60 min | 2-6 h | 1-3 h |
Participantsdifferent | 4-12 | 1-6 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Pareto Chart, Top Causes, Focus List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | ChangeSystems thinkingCapability | PrioritizationQualityFocusRoot cause | CausalityIncidentRoot causeTimeline | Root causeTreeIncidentQuality |