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| Criterion |  Innovation Double Diamond |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | Wochen bis Monate | 1-5 Tage | 60-120 min | 0.5-3 Tage |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | ProcessDivergenceInnovation | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsConstraintsSystems thinkingCausality |