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| Criterion |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Architecture Request for Comments |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 45-90 min | 1-3 Wochen vom Draft bis zur Entscheidung | 90-180 min |
Participantsdifferent | 3-12 | 3-12 | 3-20 Reviewer | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeDecisionStrategy | ArchitectureDecisionAsyncGovernance | DecisionGovernanceAlignmentResponsibility |