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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Mind Mapping |  Facilitation Stakeholder Salience Model |  Systems Thinking Systems 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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-5 Tage | 15-45 min | 60-90 min | 1-3 h |
Participantsdifferent | 4-12 | 1-10 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Mind Map, Topic Clusters, Open Questions | Salience Diagram, Strategy per Class | System Map, Dependencies, Leverage Points |
Tagsno overlap | ChangeSystems thinkingCapability | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentGovernance | Systems thinkingMappingBoundariesChange |