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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Engineering Failure Scenario Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-5 Tage | 1-3 h | 20–45 min |
Participantsdifferent | 3-12 | 4-12 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | FailureResilienceRisk | RiskDecisionFailurePlanning |