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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |  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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyUncertaintyPlanning | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy |