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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 45-90 min | 1-3 h | Half day | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-10 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tags1 shared | ChangeDecisionStrategy | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |