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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking CATWOE Analysis |  Decision Making OODA Loop |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-12 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy |
Tagsno overlap | AlignmentStakeholdersTeam | Systems thinkingFramingStakeholders | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy |