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| Criterion |  Systems Thinking Leverage Points |  Operations Gemba Walk |  Decision Making Assumption Surfacing |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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 | Low | Low | Low |
Timedifferent | Half day | 30-120 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Observation Notes, Improvement Ideas | Assumption List, Critical Assumptions, Learning Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | LeanObservationProcessOperations | AssumptionsRiskDecisionDiscovery | ChangeDecisionStrategy |