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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Delegation Poker |  Facilitation Expectation Mapping |  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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Low | Low | Low |
Timedifferent | 1-5 Tage | 45-90 min | 45-90 min | 60–90 min |
Participantsdifferent | 4-12 | 3-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Delegation Board, Decision Boundaries, Role Agreements | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | AutonomyRolesTeam | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange |