View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Intervention Mapping |  Innovation Worst Possible Idea |  Systems Thinking Leverage Points |  Innovation Brainstorming |
|---|---|---|---|---|
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. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 1-5 Tage | 20-45 min | Half day | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Bad Idea List, Reframed Concepts, Idea Shortlist | Leverage Map, Action Strategy | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ChangeSystems thinkingCapability | IdeationCreativityDivergence | Systems thinkingChangeStrategy | BrainstormingIdeationCreativityWorkshopDivergence |