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| Criterion |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | High | Low | High | High |
Timedifferent | Half day | 45-90 min | 1-5 Tage | 1-4 Wochen |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeDecisionStrategy | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy |