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| Criterion |  Agile Ideal Days |  Facilitation Dot Estimation |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | 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. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 15-60 min | 5-20 min | Half day | 1-5 Tage |
Participantsdifferent | 2-9 | 3-20 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Effort Heatmap, Risk Signals, Discussion Targets | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | EstimationEffortAgile | EstimationEffortRisk | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability |