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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | Low | Medium | Low |
Timedifferent | 1-5 Tage | 20–45 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | Small cross-functional group | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | RiskDecisionFailurePlanning | FailureResilienceRisk | ChangeDecisionStrategy |