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| Criterion |  Systems Thinking Rich Picture |  Systems Thinking Leverage Points |  Operations Change Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions 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. | 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. | 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 | 30-90 min | Half day | 45-120 min | 45-90 min |
Participantsdifferent | 2-10 | 3-12 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison | ChangeDecisionStrategy |