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| Criterion |  Systems Thinking Leverage Points |  Team Design Team Topologies Interaction Modes |  Systems Thinking Intervention Mapping |  Facilitation Alignment 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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | Half day | 1-5 Tage | 1-2 h |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Interaction Heat Map, Agreements per Pair | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingChangeStrategy | TeamAlignmentCollaborationOrganization | ChangeSystems thinkingCapability | AlignmentStakeholdersStrategyFacilitation |