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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |  Operations Causal Factor Analysis |  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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | High | High |
Timedifferent | 1-3 h | 45-90 min | 2-6 h | Half day |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy | CausalityIncidentRoot causeTimeline | Systems thinkingChangeStrategy |