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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Leverage Points |  Decision Making Pre-Mortem |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | Half day | 20–45 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Leverage Map, Action Strategy | Risk list, Mitigation plan, Assumption log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingChangeStrategy | RiskDecisionFailurePlanning | ChangeDecisionStrategy |