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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Business Strategy SWOT Analysis |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 2-4 h | Half day | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | SWOT matrix, Strategic options, Action list | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | StrategyAnalysisMarketPositioning | GrowthStrategyMarketPortfolio |