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| Criterion |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | Low |
Timedifferent | 2-6 h | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy | StrategyAnalysisPlanning | ChangeDecisionStrategy |