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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Three-Point Estimation |  Engineering Kanban |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 10-30 min je Item | Ongoing | 1-5 Tage |
Participantsdifferent | 3-12 | 1-8 | 2-12 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Three-Point Estimate, Risk Range, Assumption Notes | Kanban board, WIP policies, Flow metrics | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | EstimationUncertaintyForecasting | FlowVisual managementDelivery | ChangeSystems thinkingCapability |