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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |  Facilitation Delegation Poker |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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 | Low | Low |
Timedifferent | 60-120 min | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy | Delegation Board, Decision Boundaries, Role Agreements | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy | AutonomyRolesTeam | ChangeDecisionStrategy |