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| Criterion |  Growth Golden Circle |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | 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 | Low | High | Medium | High |
Timedifferent | 30-60 min | 1-5 Tage | 60-120 min | 0.5-3 Tage |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | 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 | MarketingPositioningCommunication | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsConstraintsSystems thinkingCausality |