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| Criterion |  Systems Thinking Leverage Points |  Operations Kaizen Event |  Systems Thinking Intervention 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | High | Medium | High |
Timedifferent | Half day | 0.5-5 Tage | 1-5 Tage |
Participantsdifferent | 3-12 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingChangeStrategy | LeanContinuous improvementOperations | ChangeSystems thinkingCapability |
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