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| Criterion |  Systems Thinking Leverage Points |  Operations Kaizen Event |  Operations A3 Problem Solving |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Medium | Low |
Timedifferent | Half day | 0.5-5 Tage | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | ChangeDecisionStrategy |