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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Agile 4Ls Retrospective |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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 sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 2-4 h | Half day | 45–75 min | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | Team members involved | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | 4Ls Board, Learning Themes, Improvement Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | RetrospectiveLearningReflectionTeam | DecisionChangeLearningStrategy |