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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Constraint Analysis |  Decision Making OODA Loop |  Systems Thinking Current 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 1-5 Tage | 30-90 min | 15-60 min je Zyklus | 2-6 h |
Participantsdifferent | 4-12 | 2-8 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Situation Assessment, Decision Loop, Action Updates | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeSystems thinkingCapability | ConstraintsDecisionPlanningOptions | DecisionChangeLearningStrategy | Systems thinkingRoot causeConstraintsCausality |