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| Criterion |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Agile Start Stop Continue |  Agile Mad Sad Glad |
|---|---|---|---|---|
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. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Half day | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeDecisionStrategy | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection |