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| Criterion |  Facilitation Mind Mapping |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 15-45 min | 1-5 Tage | Half day | 1-3 h |
Participantsdifferent | 1-10 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange |