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| Criterion |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |  Decision Making Delphi Method |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | Half day | 45-90 min | 1-4 Wochen | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options | Expert Forecast, Consensus Range, Assumption Notes | Theory of Change Map, Assumptions, Outcome Measures |
Tags1 shared | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning | ForecastingExpertsDecisionStrategy | ImpactOutcomesSystems thinkingStrategy |