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| Criterion |  Systems Thinking Future Reality Tree |  Business Strategy Balanced Scorecard |  Systems Thinking Leverage Points |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 2-4 h | Halber Tag bis mehrere Wochen | Half day | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Balanced Scorecard, Strategic Measures, Initiative Map | Leverage Map, Action Strategy | Counter Metric List, Guardrail Definitions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | StrategyMetricsExecution | Systems thinkingChangeStrategy | MetricsMeasurementStrategyExperiments |