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| Criterion |  Innovation Design Thinking |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-5 Tage | 45-90 min | 1-2 h |
Participantsdifferent | 4-10 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | InnovationPrototypeResearch | ChangeSystems thinkingCapability | ChangeDecisionStrategy | Business modelStrategyValueInnovation |