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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Evaporating Cloud |  Decision Making Assumption Surfacing |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | High |
Timedifferent | 45-90 min | 60-120 min | 45-90 min | Half day |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Assumption List, Critical Assumptions, Learning Plan | Leverage Map, Action Strategy |
Tagsno overlap | ChangeDecisionStrategy | Theory of ConstraintsAssumptionsSystems thinking | AssumptionsRiskDecisionDiscovery | Systems thinkingChangeStrategy |