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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Innovation Design Thinking |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 1-5 Tage | Half day | 1 Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Problem Statement, Prototype, Test Learnings | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | InnovationPrototypeResearch | ChangeDecisionStrategy |