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| Criterion |  Systems Thinking Leverage Points |  Innovation Design Charrette |  Systems Thinking Systems Mapping |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. | 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 | Medium | Medium | Low |
Timedifferent | Half day | Halber Tag bis mehrere Tage | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 10-50 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | System Map, Dependencies, Leverage Points | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingChangeStrategy | BrainstormingWorkshopCollaborationIdeation | Systems thinkingMappingBoundariesChange | BrainstormingIdeationCreativityWorkshopDivergence |