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| Criterion |  Domain Modeling Context Map |  Decision Making Force Field Analysis |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 1-3 h | Half day |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Force Field Map, Change Levers, Risk Notes | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | ChangeDecisionStrategy | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy |