Change

Arranges components, relationships, and flows into a system picture that exposes dependencies and levers.

Core question: Which components are inside this system from the chosen perspective, and what remains in its environment?

• 1-3 h
• 3-12

Arranges influence, interest, and relationships into a working map that makes engagement and risks transparent.

Core question: Which actor groups are affected or influential here, what assumptions apply, and how will they participate?

• 60–90 min
• 2-8

Pits driving and restraining forces against each other to deliberately derive change levers and interventions.

Core question: Which driving and restraining forces sustain the current state, and where can a responsible intervention work?

• 45-90 min
• 3-12

Clarifies starting point, opportunities, and strategic options by framing the scope and target state, capturing the seven elements, and deriving change actions.

Core question: Which inconsistencies among the seven elements prevent the intended outcome?

• 2-4 h
• 3-12

Connects observation, orientation, action, and feedback into a fast decision cycle.

Core question: Which action will we test from the current situation, and which feedback starts the next OODA cycle?

• 15-60 min je Zyklus
• 1-8

Compares an outlier with a stable case and filters out the differences that explain the deviation.

Core question: Which evidenced change distinguishes the event from a comparable incident-free situation, and what effect did it have?

• 45-120 min
• 2-6

Tests a planned change against desired effects and uncovers side effects, assumptions, and weak points.

Core question: Will the proposed injection causally produce desired effects, and which negative branches need protection before implementation?

• 2-4 h
• 3-8

Links problem, target group, determinants, and actions into an actionable change program with evaluation.

Core question: How do we systematically translate an evidenced health or behaviour problem into theory- and evidence-based change objectives, intervention, implementation, and evaluation?

• 1-5 Tage
• 4-12

Moves relationships, patterns, and leverage toward a concrete result through "introduce the twelve leverage points", "collect planned actions", and "formulate a strategy across multiple levers".

Core question: At which place in the system can a small justified change sustainably influence behaviour?

• Half day
• 3-12

Uses concrete tasks to show how well an architecture supports use and change.

Core question: What changes do our planned tasks require, and how do the architecture alternatives differ?

• Preparation, scenario analysis, and findings review; effort depends on scope
• Architecture experts and stakeholders for scenarios and weighting