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| Criterion |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Systems Thinking Theory of Change |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | Half day | 45-90 min | 2-6 h | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Theory of Change Map, Assumptions, Outcome Measures | DIBB document, Belief list, Bet list, Learning report |
Tags1 shared | Systems thinkingChangeStrategy | ChangeDecisionStrategy | ImpactOutcomesSystems thinkingStrategy | StrategyDecisionAssumptionsHypothesis |