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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 15-60 min | Half day | 45-90 min | 5-20 min |
Participantsdifferent | 2-9 | 3-12 | 3-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | ChangeDecisionStrategy | EstimationEffortRisk |