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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | 1-5 Tage | 45-90 min | 20–45 min | Half day |
Participantsdifferent | 4-12 | 3-12 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | ChangeDecisionStrategy | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy |