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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Product Discovery Outcome-Driven Innovation |  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. | 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | Medium | High | High |
Timedifferent | 1-5 Tage | 1-3 h | Mehrere Wochen | Half day |
Participantsdifferent | 4-12 | 3-12 | 2-6 researchers plus sample | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | OutcomesInnovationResearchQuantitative | Systems thinkingChangeStrategy |