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| Criterion |  Decision Making DACI |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | Half day | 45-90 min | 90-180 min |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernanceAlignment | Systems thinkingChangeStrategy | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility |