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| Criterion |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |  Systems Thinking Wardley Mapping |  Systems Thinking Behavior Over Time Graph |
|---|---|---|---|---|
Purposedifferent | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | 2-6 h | Half day | 1-3 h | 20-45 min |
Participantsdifferent | 3-8 | 3-12 | 2-10 | 1-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy | Wardley Map, Strategic Options, Evolution Notes | Behavior Over Time Graph, Trend Hypotheses, Key Events |
Tags1 shared | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy | StrategySystems thinkingDynamics | Systems thinkingPatternsDynamics |