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| Criterion |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Decision Making Force Field 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. | 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 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. | 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 | High | High | High | Low |
Timedifferent | 2-6 h | Half day | 1-4 Wochen | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |