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| Criterion |  Knowledge Modeling Concept Mapping |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h | 1-5 Tage | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | ChangeSystems thinkingCapability | ChangeDecisionStrategy | Systems thinkingMappingBoundariesChange |