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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Futures Wheel |  Operations Kaizen Event |  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 Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | 0.5-5 Tage | Half day |
Participantsdifferent | 4-12 | 3-10 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Futures Wheel, Consequence Chains, Strategic Signals | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | ForesightSystems thinkingSignals | LeanContinuous improvementOperations | Systems thinkingChangeStrategy |