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| Criterion |  Operations Change Analysis |  Systems Thinking VUCA Scan |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Medium | Low | High | High |
Timedifferent | 45-120 min | 30-90 min | 2-6 h | Half day |
Participantsdifferent | 2-6 | 1-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | VUCA Map, Response Options, Signal and Learning Plan | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | SensemakingUncertaintyComplexityStrategyForesight | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy |