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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Dot Voting |  Facilitation Power Interest Grid |  Facilitation Alignment 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 workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-5 Tage | 5-15 min | 30-60 min | 1-2 h |
Participantsdifferent | 4-12 | 3-20 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Ranked list, Consensus signal, Shortlist | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeSystems thinkingCapability | FacilitationVotingConsensusPrioritization | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |