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| Criterion |  Facilitation Team Charter |  Systems Thinking Intervention Mapping |  Facilitation Expectation Mapping |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h | 1-5 Tage | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expectation Map, Alignment Notes, Agreements | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | TeamAlignmentCollaboration | ChangeSystems thinkingCapability | AlignmentStakeholdersTeam | Systems thinkingFramingStakeholders |