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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 60-120 min | 1-5 Tage | Half day | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy |