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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Knowledge Modeling Ontology Design Patterns |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | Ontology Design Patterns provide reusable building blocks for recurring modeling problems. The method brings structure to the search for clean concepts, relationships, and roles. | 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 | Medium | Low |
Timedifferent | Half day | 1-5 Tage | 1-3 h pro Pattern | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 1-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Selected Patterns, Adapted Schema Fragments, Pattern Documentation | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | OntologyPatternsReuseSemanticModeling | ChangeDecisionStrategy |