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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  Decision Making Force Field Analysis |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | 2-6 h | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Force Field Map, Change Levers, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | ChangeDecisionStrategy | FeedbackSystems thinkingCausalityDynamics |