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| Criterion |  Systems Thinking Theory of Change |  Growth Hooked Model |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | The Hooked Model helps clarify engagement loops, user behavior, and experiments. It makes repeat behavior measurable and captures the result as a hooked loop, trigger map, and reward design. | 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 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 2-6 h | Multiple workshops over several weeks | Half day | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Hooked loop, Trigger map, Reward design, Ethics check | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | ImpactOutcomesSystems thinkingStrategy | GrowthBehaviorRetention | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning |