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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Systems Thinking System Dynamics Simulation |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 1-5 Tage | Half day | Mehrere Tage bis Wochen | 1-3 h |
Participantsdifferent | 4-12 | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 2-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Simulation Model, Scenario Reports | Wardley Map, Strategic Options, Evolution Notes |
Tags1 shared | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | Systems thinkingDynamicsSimulationAnalysis | StrategySystems thinkingDynamics |