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| Criterion |  Innovation Double Diamond |  Systems Thinking Leverage Points |  Domain Modeling Bounded Context Canvas |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | 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 business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Wochen bis Monate | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Leverage Map, Action Strategy | Context Canvas, Glossary, Integration Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | ProcessDivergenceInnovation | Systems thinkingChangeStrategy | Domain-Driven DesignBoundariesModeling | Systems thinkingMappingBoundariesChange |