ABSTRACT
Impact analyses are based on the assumption that project operations trigger effects in the counterpart organization, target groups and project environment. It is assumed that there is a causal link between project activities and impacts and that measurable effects occur by means of direct or indirect diffusion processes (Stockmann 1996b, pp. 80 ff.). This simplistic idea of cause-and-effect links forms the basis of the analytical approach in impact analysis and is not questioned here, even though more complex models that take account of correlations or synergies might be taken as a basis.
