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| Criterion |  Systems Thinking Leverage Points |  Domain Modeling Domain Context Map |  Systems Thinking Current Reality Tree |  Domain Modeling Context Map |
|---|---|---|---|---|
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. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 1-3 h | 2-6 h | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Domain Context Map, Boundary Notes, Ownership Map | Current Reality Tree, Core Problems, Intervention Ideas | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | Systems thinkingChangeStrategy | Domain-Driven DesignContextBoundaries | Systems thinkingRoot causeConstraintsCausality | Domain-Driven DesignBoundariesStrategy |