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| Criterion |  Systems Thinking Intervention Mapping |  Business Strategy TOWS Matrix |  Decision Making Decision 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | High |
Timedifferent | 1-5 Tage | 1-2 h | 30-90 min | Half day |
Participantsdifferent | 4-12 | 3-10 | 1-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | TOWS Matrix, Strategic Options, Priority Actions | Decision Tree, Option Map, Assumption List | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | StrategyAnalysisOptions | DecisionTreeOptions | Systems thinkingChangeStrategy |