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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Facilitation Team Charter |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Half day | 1-5 Tage | 2-4 h | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | TeamAlignmentCollaboration | AlignmentStakeholdersTeam |