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| Criterion |  Operations DMAIC |  Systems Thinking Leverage Points |  Systems Thinking Soft Systems Methodology |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 2-12 Wochen | Half day | 0.5-3 Tage | 2-4 h |
Participantsdifferent | 3-10 | 3-12 | 5-15 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Leverage Map, Action Strategy | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Continuous improvementQualityProcess improvement | Systems thinkingChangeStrategy | Soft systemsComplexitySensemakingSystems thinking | Theory of ConstraintsSystems thinkingChange |