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| Criterion |  Systems Thinking Intervention Mapping |  Domain Modeling Domain Context Map |  Decision Making Force Field Analysis |  Systems Thinking Systems 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 a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-5 Tage | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 4-12 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Domain Context Map, Boundary Notes, Ownership Map | Force Field Map, Change Levers, Risk Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | ChangeSystems thinkingCapability | Domain-Driven DesignContextBoundaries | ChangeDecisionStrategy | Systems thinkingMappingBoundariesChange |