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| Criterion |  Systems Thinking Intervention Mapping |  Agile NoEstimates |  Systems Thinking Systems Mapping |  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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | Medium | High |
Timedifferent | 1-5 Tage | laufend | 1-3 h | 2-4 h |
Participantsdifferent | 4-12 | 2-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Throughput Data, Flow Forecast, Slicing Rules | System Map, Dependencies, Leverage Points | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ChangeSystems thinkingCapability | EstimationForecastingFlow | Systems thinkingMappingBoundariesChange | Theory of ConstraintsSystems thinkingChange |