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| Criterion |  Operations Change Analysis |  Systems Thinking Causal Loop Diagram |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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 | Medium | High |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | Half day |
Participantsdifferent | 2-6 | 2-8 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Causal Loop Diagram, Feedback Notes, Leverage Points | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FeedbackSystems thinkingCausalityDynamics | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy |