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| Criterion |  Decision Making Option Framing |  Systems Thinking Leverage Points |  Decision Making Constraint Analysis |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-120 min | Half day | 30-90 min | 45-120 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Leverage Map, Action Strategy | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | OptionsDecision framingStrategyComparison | Systems thinkingChangeStrategy | ConstraintsDecisionPlanningOptions | ChangeRoot causeTroubleshootingComparison |