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| Criterion |  Systems Thinking CATWOE Analysis |  Systems Thinking Intervention Mapping |  Decision Making Radar |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 1-5 Tage | 1-2 h | 60–90 min |
Participantsdifferent | 3-8 | 4-12 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Radar Map, Capability Scores, Action Areas | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingFramingStakeholders | ChangeSystems thinkingCapability | AssessmentPortfolioCapability | StakeholdersAlignmentFacilitationChange |