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| Criterion |  Systems Thinking Future Reality Tree |  Business Strategy GAP Analysis |  Operations ALPEN 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Medium | Low | High |
Timedifferent | 2-4 h | 1-3 h | 10-20 min daily | Half day |
Participantsdifferent | 3-8 | 2-8 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Gap Matrix, Action Plan, Risk Notes | Daily Plan, Time Estimates, Review Notes | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | StrategyAnalysisPlanning | PlanningTime managementProductivityOperations | Systems thinkingChangeStrategy |