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| Criterion |  Systems Thinking Intervention Mapping |  Innovation Brainwriting |  Business Strategy McKinsey 7S |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | 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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-5 Tage | 15-30 min | 2-4 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 4-12 | 3-12 | 3-12 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Idea sheets, Expanded concepts, Prioritized list | 7S Assessment, Alignment Gaps, Change Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | ChangeSystems thinkingCapability | BrainstormingCollaborationInclusionIdeas | OrganizationStrategyAlignmentChange | BrainstormingWorkshopCollaborationIdeation |