View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Leverage Points |  Decision Making Pre-Mortem |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Low | High |
Timedifferent | 45-90 min | Half day | 20–45 min | 2-6 h |
Participantsdifferent | 3-8 | 3-12 | Small cross-functional group | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Leverage Map, Action Strategy | Risk list, Mitigation plan, Assumption log | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | Systems thinkingChangeStrategy | RiskDecisionFailurePlanning | ImpactOutcomesSystems thinkingStrategy |