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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Polarity Mapping |  Decision Making Delphi Method |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-5 Tage | 1-2 h | 1-4 Wochen | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Polarity Map, Warning Signs, Balance Actions | Expert Forecast, Consensus Range, Assumption Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingTradeoffsLeadership | ForecastingExpertsDecisionStrategy | DecisionCriteriaScoringTradeoffs |