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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |  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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | Halber Tag bis mehrere Wochen | 1-5 Tage | 1-4 Wochen | Half day |
Participantsdifferent | 4-12 | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | StrategyMetricsExecution | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |