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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Red Teaming |  Systems Thinking Soft Systems Methodology |  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. | 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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 | High | High | Low |
Timedifferent | 1-5 Tage | 1-4 h | 0.5-3 Tage | 45-90 min |
Participantsdifferent | 4-12 | 3-8 | 5-15 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Challenge Findings, Risk Register, Mitigation Plan | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | RiskDecisionSensemaking | Soft systemsComplexitySensemakingSystems thinking | ChangeDecisionStrategy |