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| Criterion |  Operations Accountability Ladder |  Systems Thinking Leverage Points |  Business Strategy Ansoff Matrix |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 20-45 min | Half day | 45-90 min | 1-5 Tage |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Leverage Map, Action Strategy | Ansoff Matrix, Growth Options, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingChangeStrategy | GrowthStrategyMarketPortfolio | ChangeSystems thinkingCapability |