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| Criterion |  Operations Accountability Ladder |  Systems Thinking Intervention Mapping |  Decision Making Decision Rights Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 20-45 min | 1-5 Tage | 90-180 min | 2-4 h |
Participantsdifferent | 1-8 | 4-12 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Decision Rights Matrix, Agreement | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ResponsibilityLeadershipTeam | ChangeSystems thinkingCapability | DecisionGovernanceAlignmentResponsibility | Theory of ConstraintsSystems thinkingChange |