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| Criterion |  Domain Modeling Context Map |  Systems Thinking Systems Mapping |  Business Strategy Balanced Scorecard |  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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Medium | High | High |
Timedifferent | 1-3 h | 1-3 h | Halber Tag bis mehrere Wochen | Half day |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | System Map, Dependencies, Leverage Points | Balanced Scorecard, Strategic Measures, Initiative Map | Leverage Map, Action Strategy |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | Systems thinkingMappingBoundariesChange | StrategyMetricsExecution | Systems thinkingChangeStrategy |