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| Criterion |  Systems Thinking Leverage Points |  Innovation Worst Possible Idea |  Decision Making Force Field Analysis |  Innovation Brainstorming |
|---|---|---|---|---|
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. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Half day | 20-45 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Bad Idea List, Reframed Concepts, Idea Shortlist | Force Field Map, Change Levers, Risk Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingChangeStrategy | IdeationCreativityDivergence | ChangeDecisionStrategy | BrainstormingIdeationCreativityWorkshopDivergence |