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| Criterion |  Innovation Crazy 8s |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 8-15 min | 1-5 Tage | 2-4 h | 30-60 min |
Participantsdifferent | 1-10 | 4-12 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange | BrainstormingIdeationCreativityWorkshopDivergence |