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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Leverage Points |  Operations A3 Problem Solving |  Systems Thinking Theory of Change |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-90 min | Half day | 45-90 min | 2-6 h |
Participantsdifferent | 3-8 | 3-12 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations | ImpactOutcomesSystems thinkingStrategy |