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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Operations Root Cause Analysis |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Medium | Medium |
Timedifferent | 1-5 Tage | 1-3 h | 1-4 h | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | Root causeProblem solvingQualityIncident | Root causeSafetyIncident |