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| Criterion |  Decision Making Argument Mapping |  Systems Thinking Leverage Points |  Decision Making Trade-off Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | Half day | 45-120 min | 30-90 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Leverage Map, Action Strategy | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | SensemakingDecisionRationale | Systems thinkingChangeStrategy | TradeoffsDecisionCriteriaOptions | ConstraintsDecisionPlanningOptions |