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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Innovation SCAMPER |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 2-4 h | Half day | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk |