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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Iceberg Model |  Systems Thinking Wardley Mapping |  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 Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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 | Low | Medium | High |
Timedifferent | 45-90 min | 30-60 min | 1-3 h | Half day |
Participantsdifferent | 3-12 | 2-10 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy |
Tagsno overlap | ChangeDecisionStrategy | Systems thinkingRoot causePatterns | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy |