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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Operations Root Cause Tree 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. | 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 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 | 1-3 h | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | Root causeTreeIncidentQuality | Root causeSafetyIncident |