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| Criterion |  Decision Making Decision Rights Mapping |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min | 1-5 Tage | 2-4 h | 60-120 min |
Participantsdifferent | 4-12 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking |