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| Criterion |  Systems Thinking Leverage Points |  Decision Making Assumption Surfacing |  Facilitation Alignment 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | 45-90 min | 1-2 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy |