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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making RAPID |  Decision Making Constraint Analysis |  Decision Making Decision Rights 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-5 Tage | 45-90 min | 30-90 min | 90-180 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | RAPID Role Map, Recommendation, Decision Log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement |
Tagsno overlap | ChangeSystems thinkingCapability | DecisionRolesGovernance | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility |