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| Criterion |  Operations Change Analysis |  Systems Thinking Leverage Points |  Systems Thinking Causal Loop Diagram |  Systems Thinking Behavior Over Time Graph |
|---|---|---|---|---|
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. | 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 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. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-120 min | Half day | 1-3 h | 20-45 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 1-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy | Causal Loop Diagram, Feedback Notes, Leverage Points | Behavior Over Time Graph, Trend Hypotheses, Key Events |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy | FeedbackSystems thinkingCausalityDynamics | Systems thinkingPatternsDynamics |