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| Criterion |  Knowledge Modeling Knowledge Mapping |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 1-5 Tage | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | KnowledgeMappingRisk | ChangeSystems thinkingCapability | ChangeDecisionStrategy | Systems thinkingMappingBoundariesChange |