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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Theory of Change |  Product Strategy DIBB |  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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | High | Low | Low |
Timedifferent | Half day | 2-6 h | 1-2 h | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Theory of Change Map, Assumptions, Outcome Measures | DIBB document, Belief list, Bet list, Learning report | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingChangeStrategy | ImpactOutcomesSystems thinkingStrategy | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskDecisionDiscovery |