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| Criterion |  Decision Making Decision Tree |  Systems Thinking Leverage Points |  Product Discovery Assumption Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 30-90 min | Half day | 45-60 min | 45-90 min |
Participantsdifferent | 1-6 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Leverage Map, Action Strategy | Assumption map, Test backlog, Risk ranking | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionTreeOptions | Systems thinkingChangeStrategy | AssumptionsRiskExperimentsValidation | ChangeDecisionStrategy |