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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |  Operations A3 Problem Solving |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 2-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes | A3 Report, Action Plan, Root Cause Analysis | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy | LeanProblem solvingCoachingOperations | Systems thinkingChangeStrategy |