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| Criterion |  Systems Thinking Intervention Mapping |  Business Strategy GAP Analysis |  Facilitation Stakeholder Mapping |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 | Medium | Low | High |
Timedifferent | 1-5 Tage | 1-3 h | 60–90 min | Half day |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Gap Matrix, Action Plan, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | StrategyAnalysisPlanning | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy |