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| Criterion |  Systems Thinking Intervention Mapping |  Innovation Design Thinking |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Half day | Half day |
Participantsdifferent | 4-12 | 4-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Statement, Prototype, Test Learnings | Value Chain Map, Lever List | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | InnovationPrototypeResearch | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy |