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| Criterion |  Operations Change Analysis |  Systems Thinking Leverage Points |  Systems Thinking Theory of Change |
|---|---|---|---|
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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | High | High |
Timedifferent | 45-120 min | Half day | 2-6 h |
Participantsdifferent | 2-6 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy | ImpactOutcomesSystems thinkingStrategy |
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