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| Criterion |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Decision Making Decision Framing Workshop |  Decision Making Option Framing |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 60–90 min | 60-120 min | 45-120 min |
Participantsdifferent | 3-12 | 2-8 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Decision Frame, Decision Question, Criteria List, Evidence Plan | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | Decision framingAlignmentCriteriaOptions | OptionsDecision framingStrategyComparison |