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| Criterion |  Operations Change Analysis |  Systems Thinking Leverage Points |  Product Strategy KPI Tree |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-120 min | Half day | 90-180 min initial, dann laufend | 15-45 min |
Participantsdifferent | 2-6 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy | KPI Tree, Owner List | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy | MetricsStrategyAlignmentMeasurement | ComparisonFacilitationAlignment |