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| Criterion |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  Innovation Design Sprint |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | Low | High | High |
Timedifferent | 1-5 Tage | 45-90 min | 4-5 Tage | Half day |
Participantsdifferent | 4-12 | 3-12 | 5-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | Prototype, Test Findings, Decision Rationale | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | ChangeDecisionStrategy | Design sprintPrototypeValidationInnovation | Systems thinkingChangeStrategy |