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| Criterion |  Systems Thinking Systems Mapping |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | High | High |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | Mehrere Wochen | Half day |
Participantsdifferent | 3-12 | 4-10 | 2-6 researchers plus sample | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | Systems thinkingChangeStrategy |