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| Criterion |  Systems Thinking Intervention Mapping |  Product Strategy Impact Mapping |  Decision Making Force Field Analysis |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 1-5 Tage | 45-90 min | 45-90 min | 2-6 h |
Participantsdifferent | 4-12 | 3-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | ChangeSystems thinkingCapability | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy | ImpactOutcomesSystems thinkingStrategy |