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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |  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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 0.5-2 Tage | 2-6 h | Half day | 45-90 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyUncertaintyPlanning | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy | ChangeDecisionStrategy |