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| Criterion |  Systems Thinking Future Reality Tree |  Business Strategy Balanced Scorecard |  Product Strategy DIBB |  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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | High | Low | High |
Timedifferent | 2-4 h | Halber Tag bis mehrere Wochen | 1-2 h | Half day |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Balanced Scorecard, Strategic Measures, Initiative Map | DIBB document, Belief list, Bet list, Learning report | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | StrategyMetricsExecution | StrategyDecisionAssumptionsHypothesis | Systems thinkingChangeStrategy |