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| Criterion |  Systems Thinking Theory of Constraints Thinking Process |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | High | High | Medium | High |
Timedifferent | 0.5-3 Tage | 1-5 Tage | 60-120 min | Half day |
Participantsdifferent | 4-10 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy |
Tags1 shared | Theory of ConstraintsConstraintsSystems thinkingCausality | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy |