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| Criterion |  Systems Thinking Systems Mapping |  Operations Gemba Walk |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 30-120 min | Half day | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Observation Notes, Improvement Ideas | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LeanObservationProcessOperations | Systems thinkingChangeStrategy | ChangeDecisionStrategy |