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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 45-90 min | Half day | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | ChangeDecisionStrategy | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |