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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Trade-off Analysis |  Systems Thinking Leverage Points |  Decision Making Constraint 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-5 Tage | 45-120 min | Half day | 30-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Leverage Map, Action Strategy | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ChangeSystems thinkingCapability | TradeoffsDecisionCriteriaOptions | Systems thinkingChangeStrategy | ConstraintsDecisionPlanningOptions |