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| Criterion |  Decision Making Option Framing |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |  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. | 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. | 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 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 | Medium | High | Medium |
Timedifferent | 45-120 min | 1-3 h | Half day | 45-120 min |
Participantsdifferent | 3-8 | 2-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | OptionsDecision framingStrategyComparison | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison |