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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making OODA Loop |  Facilitation Stakeholder 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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | High |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 60–90 min | Half day |
Participantsdifferent | 3-8 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Situation Assessment, Decision Loop, Action Updates | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingFramingStakeholders | DecisionChangeLearningStrategy | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy |