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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | 1-5 Tage | 1-3 h | 45-90 min |
Participantsdifferent | 1-20 | 4-12 | 3-12 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | LeanProblem solvingCoachingOperations |