View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Current Reality Tree |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | High | Medium | Low | High |
Timedifferent | 2-6 h | 15-60 min je Zyklus | 45-90 min | Half day |
Participantsdifferent | 3-8 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | Systems thinkingChangeStrategy |