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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Theory of Change |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. | 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 | High | Low | High |
Timedifferent | 60-120 min | 2-6 h | 45-90 min | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Theory of Change Map, Assumptions, Outcome Measures | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | ImpactOutcomesSystems thinkingStrategy | ChangeDecisionStrategy | Systems thinkingChangeStrategy |