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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Business Model Stress Test |  Systems Thinking Intervention 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | High | Low |
Timedifferent | Half day | Half day | 1-5 Tage | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Stress Test Report, Action Plan per Scenario | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyBusiness modelRiskDiagnosis | ChangeSystems thinkingCapability | ChangeDecisionStrategy |