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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  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. | 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. | 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. |
Complexitysame | High | High | High |
Timedifferent | Half day | 1-5 Tage | 2-6 h |
Participantsdifferent | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Theory of Change Map, Assumptions, Outcome Measures |
Tags1 shared | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | ImpactOutcomesSystems thinkingStrategy |
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