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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Intervention Mapping |  Systems Thinking Theory of Change |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | Low |
Timedifferent | 1-3 h | 1-5 Tage | 2-6 h | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Theory of Change Map, Assumptions, Outcome Measures | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyAnalysisPlanning | ChangeSystems thinkingCapability | ImpactOutcomesSystems thinkingStrategy | ChangeDecisionStrategy |