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| Criterion |  Innovation Crazy 8s |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  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. | 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. | 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 | Half day | 30-60 min |
Participantsdifferent | 1-10 | 4-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | BrainstormingIdeationCreativityWorkshopDivergence |