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| Criterion |  Operations PDCA Cycle |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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 headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | Half day | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Counter Metric List, Guardrail Definitions |
Tagsno overlap | Continuous improvementLeanExperiments | Systems thinkingChangeStrategy | ChangeDecisionStrategy | MetricsMeasurementStrategyExperiments |