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| Criterion |  Systems Thinking Intervention Mapping |  Agile Mad Sad Glad |  Systems Thinking Leverage Points |  Agile Start Stop Continue |
|---|---|---|---|---|
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 a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 1-5 Tage | 30-60 min | Half day | 30-60 min |
Participantsdifferent | 4-12 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Emotion Board, Themes, Action Items | Leverage Map, Action Strategy | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ChangeSystems thinkingCapability | RetrospectiveTeamReflection | Systems thinkingChangeStrategy | RetrospectiveImprovementTeamReflection |