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| Criterion |  Operations Accountability Ladder |  Systems Thinking Leverage Points |  Agile Mad Sad Glad |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 | 20-45 min | Half day | 30-60 min | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Leverage Map, Action Strategy | Emotion Board, Themes, Action Items | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingChangeStrategy | RetrospectiveTeamReflection | Theory of ConstraintsSystems thinkingChange |