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