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| Criterion |  Operations ABC Analysis |  Systems Thinking Leverage Points |  Operations After-Action Review |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 30-60 min | Half day | 20-45 min | 2-4 h |
Participantsdifferent | 1-5 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Leverage Map, Action Strategy | Lessons learned, Action items, Event summary | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | PrioritizationOperationsPortfolio | Systems thinkingChangeStrategy | LearningOperationsImprovement | Theory of ConstraintsSystems thinkingChange |