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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation Team Charter |  Systems Thinking Leverage Points |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-5 Tage | 2-4 h | Half day | Half day |
Participantsdifferent | 4-12 | 3-12 | 3-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Team Charter, Working Norms, Role Notes | Leverage Map, Action Strategy | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | ChangeSystems thinkingCapability | TeamAlignmentCollaboration | Systems thinkingChangeStrategy | TeamAlignmentCollaborationOrganization |