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| Criterion |  Systems Thinking Intervention Mapping |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 1-5 Tage | Ongoing | 30-90 min Setup, danach laufend | 2-4 h |
Participantsdifferent | 4-12 | 2-12 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ChangeSystems thinkingCapability | FlowVisual managementDelivery | ForecastingFlowDelivery | Theory of ConstraintsSystems thinkingChange |