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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Operations Root Cause Tree Analysis |  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. | 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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 1-5 Tage | 1-3 h | 1-3 h | 15-30 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |