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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Red Teaming |  Systems Thinking Systems Mapping |  Decision Making Argument 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. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-5 Tage | 1-4 h | 1-3 h | 1-3 h |
Participantsdifferent | 4-12 | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Challenge Findings, Risk Register, Mitigation Plan | System Map, Dependencies, Leverage Points | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ChangeSystems thinkingCapability | RiskDecisionSensemaking | Systems thinkingMappingBoundariesChange | SensemakingDecisionRationale |