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| Criterion |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | 2-4 h | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy |