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| Criterion |  Systems Thinking Leverage Points |  Product Strategy OKRs |  Facilitation Power Interest Grid |  Product Strategy Impact 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 1-2 h Setup | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-20 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | OKR set, Measurement plan, Review cadence | Power Interest Grid, Strategy per Stakeholder | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | Systems thinkingChangeStrategy | GoalsAlignmentOutcomesMeasurement | StakeholdersFacilitationAlignmentPlanning | OutcomesStrategyBehaviorPlanning |