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| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Decision Jam |  Systems Thinking Leverage Points |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-4 h | 60-90 min | Half day | 1-3 h |
Participantsdifferent | 3-8 | 4-10 | 3-12 | 5-30 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Problem Cluster, Prioritized Challenge, Experiment | Leverage Map, Action Strategy | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | FacilitationDecisionProblem solvingWorkshop | Systems thinkingChangeStrategy | FacilitationConsensusWorkshopAlignment |