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| Criterion |  Product Strategy Impact Mapping |  Decision Making Delphi Method |  Systems Thinking Theory of Change |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | 45-90 min | 1-4 Wochen | 2-6 h | 45-90 min |
Participantsdifferent | 3-8 | 6-30 Experten | 4-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Expert Forecast, Consensus Range, Assumption Notes | Theory of Change Map, Assumptions, Outcome Measures | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | OutcomesStrategyBehaviorPlanning | ForecastingExpertsDecisionStrategy | ImpactOutcomesSystems thinkingStrategy | ChangeDecisionStrategy |