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| Criterion |  Systems Thinking Leverage Points |  Operations Accountability Ladder |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 20-45 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Ownership Reflection, Action Commitment, Coaching Notes | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | ResponsibilityLeadershipTeam | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy |