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| Criterion |  Systems Thinking Systems Mapping |  Innovation Brainwriting |  Decision Making Force Field Analysis |  Domain Modeling Context Map |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 15-30 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Idea sheets, Expanded concepts, Prioritized list | Force Field Map, Change Levers, Risk Notes | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | BrainstormingCollaborationInclusionIdeas | ChangeDecisionStrategy | Domain-Driven DesignBoundariesStrategy |