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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Systems Thinking Systems Mapping |  Domain Modeling Context Map |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Half day | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | System Map, Dependencies, Leverage Points | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingMappingBoundariesChange | Domain-Driven DesignBoundariesStrategy |