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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Intervention Mapping |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 0.5-2 Tage | 1-5 Tage | 2-6 h | 2-6 h |
Participantsdifferent | 4-12 | 4-12 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | StrategyUncertaintyPlanning | ChangeSystems thinkingCapability | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |