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| Criterion |  Systems Thinking Leverage Points |  Operations 5 Whys |  Domain Modeling Context Map |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 15-30 min | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Root cause notes, Countermeasures | Context Map, Integration Patterns, Boundary Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving | Domain-Driven DesignBoundariesStrategy | Systems thinkingMappingBoundariesChange |