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| Criterion |  Agile Story Splitting |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 30-60 min | 1-5 Tage | 60-120 min | 0.5-3 Tage |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | BacklogIterationDelivery | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsConstraintsSystems thinkingCausality |