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| Criterion |  Systems Thinking CATWOE Analysis |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 1-3 h | Half day | 1-2 h |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingFramingStakeholders | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation |