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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | 15-60 min je Zyklus | 2-6 h |
Participantsdifferent | 3-8 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Theory of Change Map, Assumptions, Outcome Measures |
Tags1 shared | OutcomesStrategyBehaviorPlanning | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | ImpactOutcomesSystems thinkingStrategy |