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| Criterion |  Operations Waste Analysis |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 45-120 min | 60-120 min | 45-90 min | Half day |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | WasteLeanProcess improvement | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy | Systems thinkingChangeStrategy |