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| Criterion |  Agile Ideal Days |  Systems Thinking Future Reality Tree |  Systems Thinking Systems Mapping |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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 | High | Medium | High |
Timedifferent | 15-60 min | 2-4 h | 1-3 h | 1-5 Tage |
Participantsdifferent | 2-9 | 3-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | EstimationEffortAgile | Theory of ConstraintsSystems thinkingChange | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability |