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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Problem Framing Workshop |  Facilitation Consensus Workshop |  Facilitation Stakeholder 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 team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-5 Tage | 60-120 min | 1-3 h | 60–90 min |
Participantsdifferent | 4-12 | 4-10 | 5-30 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Consensus Clusters, Theme Titles, Priority Areas | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | FacilitationAlignmentDiscovery | FacilitationConsensusWorkshopAlignment | StakeholdersAlignmentFacilitationChange |