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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | 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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 1-5 Tage | 1-3 h | 2-4 h |
Participantsdifferent | 4-10 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanFlowWasteDelivery | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange | Theory of ConstraintsSystems thinkingChange |