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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Cynefin Workshop |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-5 Tage | 60-180 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | 4-20 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | ComplexitySensemakingDecision | RationaleKnowledgeDecision | ChangeDecisionStrategy |