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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Red Teaming |  Systems Thinking Future Reality Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 1-5 Tage | 1-4 h | 2-4 h | 45-90 min |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Challenge Findings, Risk Register, Mitigation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ChangeSystems thinkingCapability | RiskDecisionSensemaking | Theory of ConstraintsSystems thinkingChange | AssumptionsRiskDecisionDiscovery |