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| Criterion |  Systems Thinking Leverage Points |  Architecture Risk Storming |  Decision Making Force Field Analysis |  Product Discovery Assumption 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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Half day | 60-90 min | 45-90 min | 45-60 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Annotated Diagram, Prioritized Risk List, Action Backlog | Force Field Map, Change Levers, Risk Notes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | Systems thinkingChangeStrategy | RiskArchitectureWorkshopValidation | ChangeDecisionStrategy | AssumptionsRiskExperimentsValidation |