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| Criterion |  Systems Thinking Intervention Mapping |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 1-5 Tage | 1 Tag bis mehrere Wochen | Mehrere Wochen | Half day |
Participantsdifferent | 4-12 | 4-10 | 2-6 researchers plus sample | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | Systems thinkingChangeStrategy |