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| Criterion |  Innovation Design Thinking |  Systems Thinking Leverage Points |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitysame | High | High | High | High |
Timedifferent | 1 Tag bis mehrere Wochen | Half day | Mehrere Wochen | 2-6 h |
Participantsdifferent | 4-10 | 3-12 | 2-6 researchers plus sample | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Leverage Map, Action Strategy | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | InnovationPrototypeResearch | Systems thinkingChangeStrategy | OutcomesInnovationResearchQuantitative | ImpactOutcomesSystems thinkingStrategy |