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| Criterion |  Systems Thinking Leverage Points |  Agile Ideal Days |  Decision Making Wideband Delphi |  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 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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | High | Low |
Timedifferent | Half day | 15-60 min | 1-4 h or multiple rounds | 45-90 min |
Participantsdifferent | 3-12 | 2-9 | 4-12 Experten | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Estimate Range, Assumption Log, Expert Consensus Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationEffortAgile | EstimationExpertsForecasting | ChangeDecisionStrategy |