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| Criterion |  Innovation Design Sprint |  Systems Thinking Future Reality Tree |  Innovation Design Thinking |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 4-5 Tage | 2-4 h | 1 Tag bis mehrere Wochen | 1-5 Tage |
Participantsdifferent | 5-8 | 3-8 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Problem Statement, Prototype, Test Learnings | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Design sprintPrototypeValidationInnovation | Theory of ConstraintsSystems thinkingChange | InnovationPrototypeResearch | ChangeSystems thinkingCapability |