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| Criterion |  Team Design Team Cognitive Load Assessment |  Systems Thinking Leverage Points |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-90 min | Half day | 60-120 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Leverage Map, Action Strategy | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Systems thinkingChangeStrategy | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy |