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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Red Teaming |  Systems Thinking Leverage Points |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | 1-4 h | Half day | 1-3 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Challenge Findings, Risk Register, Mitigation Plan | Leverage Map, Action Strategy | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskDecisionSensemaking | Systems thinkingChangeStrategy | SensemakingDecisionRationale |