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| Criterion |  Systems Thinking Intervention Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Red Teaming |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-5 Tage | 1-2 h | 1-4 h | 1-3 h |
Participantsdifferent | 4-12 | 1-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Concept Map, Relationship Labels, Knowledge Gaps | Challenge Findings, Risk Register, Mitigation Plan | System Map, Dependencies, Leverage Points |
Tagsno overlap | ChangeSystems thinkingCapability | KnowledgeConceptsMappingSensemaking | RiskDecisionSensemaking | Systems thinkingMappingBoundariesChange |