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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |  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. | 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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-4 h | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange | Domain-Driven DesignBoundariesStrategy |