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| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Soft Systems Methodology |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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 | Medium | High | High | Low |
Timedifferent | 10-30 min je Item | 0.5-3 Tage | Half day | 45-90 min |
Participantsdifferent | 1-8 | 5-15 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingChangeStrategy | ChangeDecisionStrategy |