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| Criterion |  Systems Thinking Future Reality Tree |  Product Discovery Assumption Mapping |  Product Strategy KPI Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Medium | High |
Timedifferent | 2-4 h | 45-60 min | 90-180 min initial, dann laufend | Half day |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Assumption map, Test backlog, Risk ranking | KPI Tree, Owner List | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | AssumptionsRiskExperimentsValidation | MetricsStrategyAlignmentMeasurement | Systems thinkingChangeStrategy |