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| Criterion |  Agile Story Points |  Systems Thinking Leverage Points |  Facilitation Dot Estimation |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Medium | High | Low | Low |
Timedifferent | laufend, 1-5 min je Item | Half day | 5-20 min | 45-90 min |
Participantsdifferent | 3-9 | 3-12 | 3-20 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Leverage Map, Action Strategy | Effort Heatmap, Risk Signals, Discussion Targets | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | EstimationAgileMeasurement | Systems thinkingChangeStrategy | EstimationEffortRisk | ChangeDecisionStrategy |