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| Criterion |  Operations Change Analysis |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-120 min | 1-3 h | Half day | 2-6 h |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality |