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| Criterion |  Systems Thinking Intervention Mapping |  Product Strategy Counter Metrics |  Facilitation Stakeholder Mapping |  Product Strategy KPI 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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-5 Tage | 30-60 min | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-6 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Counter Metric List, Guardrail Definitions | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | ChangeSystems thinkingCapability | MetricsMeasurementStrategyExperiments | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |