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| Criterion |  Systems Thinking Theory of Change |  Decision Making Force Field Analysis |  Product Strategy Impact Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-6 h | 45-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Force Field Map, Change Levers, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ImpactOutcomesSystems thinkingStrategy | ChangeDecisionStrategy | OutcomesStrategyBehaviorPlanning | ConstraintsDecisionPlanningOptions |