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| Criterion |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |  Decision Making Constraint Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 45-90 min | 30-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning | ConstraintsDecisionPlanningOptions | DecisionChangeLearningStrategy |