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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Wardley Mapping |  Decision Making Cynefin Workshop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 1-3 h | 60-180 min | 45-90 min |
Participantsdifferent | 3-12 | 2-10 | 4-20 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Wardley Map, Strategic Options, Evolution Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | StrategySystems thinkingDynamics | ComplexitySensemakingDecision | ChangeDecisionStrategy |