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| Criterion |  Systems Thinking Leverage Points |  Knowledge Modeling Knowledge Mapping |  Decision Making Assumption Surfacing |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Assumption List, Critical Assumptions, Learning Plan | System Map, Dependencies, Leverage Points |
Tagsno overlap | Systems thinkingChangeStrategy | KnowledgeMappingRisk | AssumptionsRiskDecisionDiscovery | Systems thinkingMappingBoundariesChange |