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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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 | High | Medium | High |
Timedifferent | 1-3 h | Half day | 1-3 h | 1-5 Tage |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability |