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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  Agile NoEstimates |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 1-5 Tage | 60-120 min | laufend | Half day |
Participantsdifferent | 4-12 | 2-8 | 2-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Throughput Data, Flow Forecast, Slicing Rules | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | EstimationForecastingFlow | Systems thinkingChangeStrategy |