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| Criterion |  Facilitation Mind Mapping |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | 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. | 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 | Low | High | Medium | Low |
Timedifferent | 15-45 min | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy |