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| Criterion |  Decision Making Radar |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-2 h | Half day | 60–90 min | 1-5 Tage |
Participantsdifferent | 2-10 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | ChangeSystems thinkingCapability |