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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking Intervention Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | 1-5 Tage | 30-60 min | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeSystems thinkingCapability | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |