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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | Half day | 30-90 min | 2-6 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |