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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making RAPID |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | Medium | Low |
Timedifferent | 1-5 Tage | 45-90 min | 1-3 h | 60–90 min |
Participantsdifferent | 4-12 | 3-12 | 5-30 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | RAPID Role Map, Recommendation, Decision Log | Consensus Clusters, Theme Titles, Priority Areas | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | DecisionRolesGovernance | FacilitationConsensusWorkshopAlignment | StakeholdersAlignmentFacilitationChange |