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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Systems Thinking Current Reality Tree |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | Ongoing | 1-5 Tage | 2-6 h | 45-120 min |
Participantsdifferent | 1-20 | 4-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison |