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| Criterion |  Decision Making Decision Rights Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | Medium | Medium | High | High |
Timedifferent | 90-180 min | 60-120 min | Half day | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |