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| Criterion |  Systems Thinking Leverage Points |  Facilitation Team Charter |  Operations Accountability Ladder |  Decision Making Decision Rights 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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 2-4 h | 20-45 min | 90-180 min |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | Ownership Reflection, Action Commitment, Coaching Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | ResponsibilityLeadershipTeam | DecisionGovernanceAlignmentResponsibility |