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Selected:Future Reality TreeForce Field AnalysisATAM (Architecture Tradeoff Analysis Method)Leverage Points
| Criterion |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  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. | 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. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | 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 | Low | High | High |
Timedifferent | 2-4 h | 45-90 min | Several meetings plus preparation and analysis; total effort depends on scope | Half day |
Participantsdifferent | 3-8 | 3-12 | Evaluation team, architects, and relevant stakeholders | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy | ArchitectureQualityRiskTradeoffsStakeholders | Systems thinkingChangeStrategy |