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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Argument Mapping |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 1-5 Tage | 1-3 h | Half day | 1-4 Wochen |
Participantsdifferent | 4-12 | 1-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Argument Map, Evidence Gaps, Decision Rationale | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeSystems thinkingCapability | SensemakingDecisionRationale | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |