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| Criterion |  Systems Thinking Future Reality Tree |  Operations Change Analysis |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-4 h | 45-120 min | Half day | 45-90 min |
Participantsdifferent | 3-8 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | Theory of ConstraintsSystems thinkingChange | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy | ChangeDecisionStrategy |