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| Criterion |  Systems Thinking Iceberg Model |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | 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 | Low | High | Low | High |
Timedifferent | 30-60 min | Half day | 45-90 min | 2-6 h |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingRoot causePatterns | Systems thinkingChangeStrategy | ChangeDecisionStrategy | Systems thinkingRoot causeConstraintsCausality |