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| Criterion |  Systems Thinking Systems Mapping |  Agile NoEstimates |  Decision Making Force Field Analysis |  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. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 1-3 h | laufend | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 2-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Throughput Data, Flow Forecast, Slicing Rules | Force Field Map, Change Levers, Risk Notes | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | EstimationForecastingFlow | ChangeDecisionStrategy | Domain-Driven DesignBoundariesStrategy |