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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Red Teaming |  Decision Making Force Field Analysis |  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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 1-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Challenge Findings, Risk Register, Mitigation Plan | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskDecisionSensemaking | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery |