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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |  Systems Thinking Current Reality Tree |  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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy |