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| Criterion |  Systems Thinking Evaporating Cloud |  Agile Story Points |  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. | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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 | Medium | High | High |
Timedifferent | 60-120 min | laufend, 1-5 min je Item | 2-4 h | Half day |
Participantsdifferent | 2-8 | 3-9 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Point Estimates, Reference Stories, Velocity Data | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | EstimationAgileMeasurement | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy |