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| Criterion |  Systems Thinking Evaporating Cloud |  Innovation Crazy 8s |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | 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 | 60-120 min | 8-15 min | 2-4 h | Half day |
Participantsdifferent | 2-8 | 1-10 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Sketch Set, Idea Shortlist, Direction Options | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | BrainstormingSketchingSpeedDivergenceDesign sprint | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy |