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| Criterion |  Systems Thinking Leverage Points |  Operations Time Blocking |  Business Strategy GAP Analysis |  Product Strategy Impact 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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 15-30 min Planung, laufend | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 1 | 2-8 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Blocked Calendar, Capacity View, Focus Plan | Gap Matrix, Action Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | Systems thinkingChangeStrategy | PlanningTime managementFocus | StrategyAnalysisPlanning | OutcomesStrategyBehaviorPlanning |