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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 20–45 min | Half day | 45-90 min |
Participantsdifferent | 3-12 | Small cross-functional group | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Risk list, Mitigation plan, Assumption log | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery |