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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Systems Thinking Wardley Mapping |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-90 min | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | Wardley Map, Strategic Options, Evolution Notes | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ChangeDecisionStrategy | Systems thinkingChangeStrategy | StrategySystems thinkingDynamics | FeedbackSystems thinkingCausalityDynamics |