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| Criterion |  Systems Thinking Systems Mapping |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Leverage Points |  Domain Modeling Context Map |
|---|---|---|---|---|
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. | 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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | Mehrere Wochen | Half day | 1-3 h |
Participantsdifferent | 3-12 | 2-6 researchers plus sample | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Leverage Map, Action Strategy | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | OutcomesInnovationResearchQuantitative | Systems thinkingChangeStrategy | Domain-Driven DesignBoundariesStrategy |