View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Systems Thinking Theory of Change |  Product Strategy Impact 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. | 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. | 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. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | Half day | 1-5 Tage | 2-6 h | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Theory of Change Map, Assumptions, Outcome Measures | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | ImpactOutcomesSystems thinkingStrategy | OutcomesStrategyBehaviorPlanning |