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| Criterion |  Decision Making Cynefin Workshop |  Systems Thinking Intervention Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-180 min | 1-5 Tage | 1-2 h | 45-90 min |
Participantsdifferent | 4-20 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Concept Map, Relationship Labels, Knowledge Gaps | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ComplexitySensemakingDecision | ChangeSystems thinkingCapability | KnowledgeConceptsMappingSensemaking | ChangeDecisionStrategy |