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| Criterion |  Operations Change Analysis |  Systems Thinking Wardley Mapping |  Decision Making Force Field Analysis |  Systems Thinking Causal Loop 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-120 min | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 2-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Wardley Map, Strategic Options, Evolution Notes | Force Field Map, Change Levers, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategySystems thinkingDynamics | ChangeDecisionStrategy | FeedbackSystems thinkingCausalityDynamics |