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| Criterion |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |  Decision Making Constraint Analysis |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | Half day | 45-90 min | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning | ConstraintsDecisionPlanningOptions | ImpactOutcomesSystems thinkingStrategy |