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| Criterion |  Systems Thinking Leverage Points |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Low |
Timedifferent | Half day | 15-45 min | 5-20 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 3-20 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationUncertaintyRisk | EstimationEffortRisk | ChangeDecisionStrategy |