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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Radar |  Facilitation Stakeholder Mapping |  Systems Thinking Intervention 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 1-2 h | 60–90 min | 1-5 Tage |
Participantsdifferent | 3-8 | 2-10 | 2-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Radar Map, Capability Scores, Action Areas | Stakeholder Map, Engagement Plan, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingFramingStakeholders | AssessmentPortfolioCapability | StakeholdersAlignmentFacilitationChange | ChangeSystems thinkingCapability |