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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 15-60 min | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 2-9 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | ChangeDecisionStrategy | StrategyDecisionAssumptionsHypothesis |