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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 1-5 Tage | 60–90 min | 90-180 min initial, dann laufend | Half day |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement | Systems thinkingChangeStrategy |