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| Criterion |  Systems Thinking Leverage Points |  Innovation Design Sprint |  Innovation Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | 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. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | 4-5 Tage | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-12 | 5-8 | 4-12 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Prototype, Test Findings, Decision Rationale | Idea pool, Theme clusters, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Systems thinkingChangeStrategy | Design sprintPrototypeValidationInnovation | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingWorkshopCollaborationIdeation |