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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Assumption Surfacing |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 1-5 Tage | 45-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption List, Critical Assumptions, Learning Plan | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ChangeSystems thinkingCapability | AssumptionsRiskDecisionDiscovery | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics |