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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Innovation Lean Startup |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | 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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | Half day | 1-5 Tage | Wochen bis Monate je Lernzyklus | 2-4 h |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | LeanStartupValidationMVP | Theory of ConstraintsSystems thinkingChange |