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| Criterion |  Domain Modeling Domain Context Map |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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. | 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 | Low | Medium |
Timedifferent | 1-3 h | 1-5 Tage | 45-90 min | 1-3 h |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Domain Context Map, Boundary Notes, Ownership Map | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | Domain-Driven DesignContextBoundaries | ChangeSystems thinkingCapability | ChangeDecisionStrategy | Systems thinkingMappingBoundariesChange |