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| Criterion |  Domain Modeling Context Map |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Medium |
Timedifferent | 1-3 h | 1-5 Tage | Half day | 1-3 h |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | System Map, Dependencies, Leverage Points |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingMappingBoundariesChange |