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| Criterion |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |  Product Strategy GIST Planning |  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. | GIST Planning helps clarify target groups, value, goals, and priorities. It links customer value, product logic, and decision priorities, and captures the result as goals, an idea bank, and a step-project list. | 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 | Wochen bis Monate je Goal | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy | Goals, Idea bank, Step-project list, Tasks, Learning reports | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy | RoadmapOutcomesPlanningExperiments | ChangeDecisionStrategy |