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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling Competency Questions |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | Competency Questions translate a domain model into concrete questions that it must be able to answer. The method keeps the model's scope clean and prevents pretty but useless structures. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 45-90 min | 2-4 h | Half day | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Competency Question Set, Required Concepts, Test Queries, Coverage Matrix | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ChangeDecisionStrategy | OntologyKnowledge graphScopeRequirementsSemantic | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |