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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Decision Making Argument Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-5 Tage | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Argument Map, Evidence Gaps, Decision Rationale | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | SensemakingDecisionRationale | ChangeDecisionStrategy |