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| Criterion |  Decision Making Risk Matrix |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | Low | High | High | Low |
Timedifferent | 30-60 min | 1-5 Tage | 2-4 h | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy |