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| Criterion |  Systems Thinking Iceberg Model |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | Half day | 45-90 min | 45-120 min |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Systems thinkingRoot causePatterns | Systems thinkingChangeStrategy | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison |