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| Criterion |  Systems Thinking Systems Mapping |  Facilitation 3-Circle Venn Diagram |  Systems Thinking Leverage Points |  Operations Change Analysis |
|---|---|---|---|---|
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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 15-45 min | Half day | 45-120 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Venn Diagram, Overlap Notes, Differentiators | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ComparisonFacilitationAlignment | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison |