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| Criterion |  Systems Thinking Leverage Points |  Agile Ideal Days |  Decision Making Assumption Surfacing |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Half day | 15-60 min | 45-90 min | 5-20 min |
Participantsdifferent | 3-12 | 2-9 | 2-8 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Assumption List, Critical Assumptions, Learning Plan | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationEffortAgile | AssumptionsRiskDecisionDiscovery | EstimationEffortRisk |