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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Leverage Points |  Domain Modeling Context Map |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | Low | High | Medium | Medium |
Timedifferent | 30-90 min | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy | Context Map, Integration Patterns, Boundary Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy | Domain-Driven DesignBoundariesStrategy | Systems thinkingMappingBoundariesChange |