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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 1-2 h | Half day |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingFramingStakeholders | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy |