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| Criterion |  Systems Thinking Theory of Change |  Operations Getting Things Done |  Product Strategy Impact Mapping |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-6 h | 1-2 h Setup, laufend | 45-90 min | 15-90 min daily |
Participantsdifferent | 4-12 | 1 | 3-8 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Action Lists, Project List, Review Routine | Impact Map, Outcome Hypotheses, Delivery Options | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | ImpactOutcomesSystems thinkingStrategy | ProductivityPlanningTasksExecution | OutcomesStrategyBehaviorPlanning | PrioritizationProductivityFocusExecution |