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| Criterion |  Domain Modeling Context Map |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Medium | High | High | High |
Timedifferent | 1-3 h | 1-5 Tage | Half day | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | Leverage Map, Action Strategy |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy |