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| Criterion |  Systems Thinking Intervention Mapping |  Innovation Design Thinking |  Innovation SCAMPER |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 1-5 Tage | 1 Tag bis mehrere Wochen | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 4-10 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Statement, Prototype, Test Learnings | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | ChangeSystems thinkingCapability | InnovationPrototypeResearch | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk |