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| Criterion |  Systems Thinking Leverage Points |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Half day | 20–45 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingChangeStrategy | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | AssumptionsRiskDecisionDiscovery |