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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Decision Making Assumption Surfacing |
|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | High | Low |
Timedifferent | 15-60 min | Half day | 45-90 min |
Participantsdifferent | 2-9 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery |
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