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| Criterion |  Systems Thinking Intervention Mapping |  Agile Ideal Days |  Systems Thinking Evaporating Cloud |  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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium | High |
Timedifferent | 1-5 Tage | 15-60 min | 60-120 min | Half day |
Participantsdifferent | 4-12 | 2-9 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | EstimationEffortAgile | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy |