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| Criterion |  Decision Making Decision Tree |  Systems Thinking Systems Mapping |  Decision Making Constraint Analysis |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 30-90 min | 1-3 h | 30-90 min | 1-5 Tage |
Participantsdifferent | 1-6 | 3-12 | 2-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | System Map, Dependencies, Leverage Points | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | DecisionTreeOptions | Systems thinkingMappingBoundariesChange | ConstraintsDecisionPlanningOptions | ChangeSystems thinkingCapability |