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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Leverage Points |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | High | High | Medium | Low |
Timedifferent | 0.5-2 Tage | Half day | 60-120 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Leverage Map, Action Strategy | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | Systems thinkingChangeStrategy | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy |