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| Criterion |  Knowledge Modeling Concept Mapping |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 h | Half day | Half day | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Leverage Map, Action Strategy | Value Chain Map, Lever List | System Map, Dependencies, Leverage Points |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingMappingBoundariesChange |