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| Criterion |  Systems Thinking Theory of Change |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 2-6 h | 45-90 min | 1-4 Wochen | Half day |
Participantsdifferent | 4-12 | 3-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |