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| Criterion |  Systems Thinking Leverage Points |  Decision Making Pre-Mortem |  Systems Thinking Intervention Mapping |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Low | High | High |
Timedifferent | Half day | 20–45 min | 1-5 Tage | Half day |
Participantsdifferent | 3-12 | Small cross-functional group | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Risk list, Mitigation plan, Assumption log | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | Systems thinkingChangeStrategy | RiskDecisionFailurePlanning | ChangeSystems thinkingCapability | StrategyBusiness modelRiskDiagnosis |