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| Criterion |  Domain Modeling Context Map |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 1-5 Tage | 45-90 min | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | ChangeSystems thinkingCapability | ChangeDecisionStrategy | Systems thinkingChangeStrategy |