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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Low | High | Medium | Low |
Timedifferent | 15-60 min | Half day | 60-120 min | 45-90 min |
Participantsdifferent | 2-9 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy |