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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Innovation Design Charrette |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | 1-5 Tage | Half day | Halber Tag bis mehrere Tage | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 10-50 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityDivergenceWorkshop |