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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Futures Wheel |  Business Strategy Balanced Scorecard |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Half day | 60-120 min | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Futures Wheel, Consequence Chains, Strategic Signals | Balanced Scorecard, Strategic Measures, Initiative Map | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | ForesightSystems thinkingSignals | StrategyMetricsExecution | ChangeDecisionStrategy |