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| Criterion |  Systems Thinking Intervention Mapping |  Operations Change Analysis |  Decision Making Delphi Method |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 1-5 Tage | 45-120 min | 1-4 Wochen | Half day |
Participantsdifferent | 4-12 | 2-6 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |