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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Intervention Mapping |  Decision Making Assumption Surfacing |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | High | High | Low | High |
Timedifferent | Halber Tag bis mehrere Wochen | 1-5 Tage | 45-90 min | Half day |
Participantsdifferent | 4-12 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption List, Critical Assumptions, Learning Plan | Leverage Map, Action Strategy |
Tagsno overlap | StrategyMetricsExecution | ChangeSystems thinkingCapability | AssumptionsRiskDecisionDiscovery | Systems thinkingChangeStrategy |