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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Option Framing |  Decision Making Constraint 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 early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Medium | Low | High |
Timedifferent | 1-3 h | 45-120 min | 30-90 min | Half day |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | OptionsDecision framingStrategyComparison | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy |