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| Criterion |  Systems Thinking Future Reality Tree |  Operations Causal Factor Analysis |  Decision Making Force Field Analysis |  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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | 2-6 h | 45-90 min | Half day |
Participantsdifferent | 3-8 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | CausalityIncidentRoot causeTimeline | ChangeDecisionStrategy | Systems thinkingChangeStrategy |