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| Criterion |  Systems Thinking Leverage Points |  Agile Mad Sad Glad |  Agile Start Stop Continue |  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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Low | Low | Low |
Timedifferent | Half day | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Emotion Board, Themes, Action Items | Start Stop Continue Board, Improvement Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | RetrospectiveTeamReflection | RetrospectiveImprovementTeamReflection | ChangeDecisionStrategy |