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| Criterion |  Systems Thinking Systems Mapping |  Operations Change Analysis |  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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-120 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 2-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Force Field Map, Change Levers, Risk Notes | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeRoot causeTroubleshootingComparison | ChangeDecisionStrategy | Domain-Driven DesignBoundariesStrategy |