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| Criterion |  Engineering Failure Scenario Analysis |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Low |
Timedifferent | 1-3 h | Half day | Half day | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Leverage Map, Action Strategy | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FailureResilienceRisk | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy |