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| Criterion |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | Half day | 45-90 min | 45-90 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelRiskDiagnosis |