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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Delivery Value Stream Mapping |  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. | 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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | 1-3 h | 1-5 Tage | 1-3 h | Half day |
Participantsdifferent | 3-12 | 4-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | LeanFlowWasteDelivery | Systems thinkingChangeStrategy |