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| Criterion |  Systems Thinking Leverage Points |  Innovation Lean Startup |  Delivery Value Stream Mapping |  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 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | Medium | High |
Timedifferent | Half day | Wochen bis Monate je Lernzyklus | 1-3 h | 1-5 Tage |
Participantsdifferent | 3-12 | 2-8 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current-state map, Future-state map, Bottleneck list | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingChangeStrategy | LeanStartupValidationMVP | LeanFlowWasteDelivery | ChangeSystems thinkingCapability |