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| Criterion |  Agile NoEstimates |  Systems Thinking Intervention Mapping |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | laufend | 1-5 Tage | 1-2 h | Half day |
Participantsdifferent | 2-12 | 4-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy |
Tagsno overlap | EstimationForecastingFlow | ChangeSystems thinkingCapability | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy |