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| Criterion |  Systems Thinking Intervention Mapping |  Operations Getting Things Done |  Business Strategy Balanced Scorecard |  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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | High |
Timedifferent | 1-5 Tage | 1-2 h Setup, laufend | Halber Tag bis mehrere Wochen | Half day |
Participantsdifferent | 4-12 | 1 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | ProductivityPlanningTasksExecution | StrategyMetricsExecution | Systems thinkingChangeStrategy |