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| Criterion |  Systems Thinking Intervention Mapping |  Knowledge Modeling Concept Mapping |  Agile Ideal Days |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 1-5 Tage | 1-2 h | 15-60 min | 2-4 h |
Participantsdifferent | 4-12 | 1-8 | 2-9 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Concept Map, Relationship Labels, Knowledge Gaps | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ChangeSystems thinkingCapability | KnowledgeConceptsMappingSensemaking | EstimationEffortAgile | Theory of ConstraintsSystems thinkingChange |