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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Pre-Mortem |  Decision Making Force Field 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 initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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 | Low | High |
Timedifferent | 1-3 h | 20–45 min | 45-90 min | Half day |
Participantsdifferent | 3-12 | Small cross-functional group | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Risk list, Mitigation plan, Assumption log | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskDecisionFailurePlanning | ChangeDecisionStrategy | Systems thinkingChangeStrategy |