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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Cynefin Workshop |  Systems Thinking VUCA Scan |  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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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 | Low | Low |
Timedifferent | 1-5 Tage | 60-180 min | 30-90 min | 45-90 min |
Participantsdifferent | 4-12 | 4-20 | 1-10 | 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 | VUCA Map, Response Options, Signal and Learning Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | ComplexitySensemakingDecision | SensemakingUncertaintyComplexityStrategyForesight | ChangeDecisionStrategy |