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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Knowledge Modeling Feynman Technique |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 1-5 Tage | Half day | 20-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 1 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Plain-language Explanation, Knowledge Gaps, Study Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | LearningKnowledgeUnderstanding | ChangeDecisionStrategy |