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| Criterion |  Systems Thinking Leverage Points |  Facilitation Dot Estimation |  Business Strategy Ansoff Matrix |  Agile Ideal Days |
|---|---|---|---|---|
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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Half day | 5-20 min | 45-90 min | 15-60 min |
Participantsdifferent | 3-12 | 3-20 | 2-8 | 2-9 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Effort Heatmap, Risk Signals, Discussion Targets | Ansoff Matrix, Growth Options, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationEffortRisk | GrowthStrategyMarketPortfolio | EstimationEffortAgile |