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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Operations A3 Problem Solving |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | Half day | 45-90 min | 60-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-5 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ChangeDecisionStrategy | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations | FacilitationDecisionProblem solvingWorkshop |