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| Criterion |  Systems Thinking Rich Picture |  Systems Thinking Intervention Mapping |  Decision Making Radar |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions 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. | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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 | Low | High | Medium | High |
Timedifferent | 30-90 min | 1-5 Tage | 1-2 h | Half day |
Participantsdifferent | 2-10 | 4-12 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Radar Map, Capability Scores, Action Areas | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | ChangeSystems thinkingCapability | AssessmentPortfolioCapability | Systems thinkingChangeStrategy |