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| Criterion |  Systems Thinking Wardley Mapping |  Decision Making Assumption Surfacing |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | High | Low |
Timedifferent | 1-3 h | 45-90 min | Half day | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Assumption List, Critical Assumptions, Learning Plan | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategySystems thinkingDynamics | AssumptionsRiskDecisionDiscovery | Systems thinkingChangeStrategy | ChangeDecisionStrategy |