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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 20–45 min | 1-5 Tage | 2-4 h | 1-3 h |
Participantsdifferent | Small cross-functional group | 4-12 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | RiskDecisionFailurePlanning | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange | FailureResilienceRisk |