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| Criterion |  Systems Thinking Intervention Mapping |  Knowledge Modeling IBIS |  Systems Thinking Leverage Points |  Decision Making Argument 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-5 Tage | 1-3 h | Half day | 1-3 h |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Issue Map, Positions, Argument Notes | Leverage Map, Action Strategy | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ChangeSystems thinkingCapability | RationaleKnowledgeDecision | Systems thinkingChangeStrategy | SensemakingDecisionRationale |