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| Criterion |  Systems Thinking Intervention Mapping |  Engineering Kanban |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 1-5 Tage | Ongoing | 45-90 min | 1-4 Wochen |
Participantsdifferent | 4-12 | 2-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Kanban board, WIP policies, Flow metrics | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeSystems thinkingCapability | FlowVisual managementDelivery | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |