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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Operations Root Cause Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 1-5 Tage | 1-4 h | 1-3 h |
Participantsdifferent | 3-12 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |