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| Criterion |  Decision Making Radar |  Systems Thinking Intervention Mapping |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h | 1-5 Tage | 1-2 h | 30-60 min |
Participantsdifferent | 2-10 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AssessmentPortfolioCapability | ChangeSystems thinkingCapability | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |