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| Criterion |  Knowledge Modeling Concept Mapping |  Systems Thinking Intervention Mapping |  Operations Gemba Walk |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | 30-120 min | 1-3 h |
Participantsdifferent | 1-8 | 4-12 | 2-6 | 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 | Observation Notes, Improvement Ideas | System Map, Dependencies, Leverage Points |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | ChangeSystems thinkingCapability | LeanObservationProcessOperations | Systems thinkingMappingBoundariesChange |