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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Consensus Workshop |  Facilitation Dot Voting |  Facilitation Stakeholder 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-5 Tage | 1-3 h | 5-15 min | 60–90 min |
Participantsdifferent | 4-12 | 5-30 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Consensus Clusters, Theme Titles, Priority Areas | Ranked list, Consensus signal, Shortlist | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | FacilitationConsensusWorkshopAlignment | FacilitationVotingConsensusPrioritization | StakeholdersAlignmentFacilitationChange |