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| Criterion |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |  Decision Making Force Field 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. | 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. | 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 | 45-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes | Theory of Change Map, Assumptions, Outcome Measures |
Tags1 shared | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy | ImpactOutcomesSystems thinkingStrategy |