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| Criterion |  Operations Waste Analysis |  Systems Thinking Leverage Points |  Domain Modeling Domain Context Map |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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 | Low | High | Medium | Low |
Timedifferent | 45-120 min | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Leverage Map, Action Strategy | Domain Context Map, Boundary Notes, Ownership Map | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingChangeStrategy | Domain-Driven DesignContextBoundaries | ChangeDecisionStrategy |