View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Future Reality Tree |  Agile Ideal Days |  Facilitation Dot Estimation |  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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | High |
Timedifferent | 2-4 h | 15-60 min | 5-20 min | Half day |
Participantsdifferent | 3-8 | 2-9 | 3-20 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Effort Heatmap, Risk Signals, Discussion Targets | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | EstimationEffortAgile | EstimationEffortRisk | Systems thinkingChangeStrategy |