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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |  Decision Making DACI |  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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | High | Low | Low |
Timedifferent | 1-5 Tage | 1-4 Wochen | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 6-30 Experten | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy |