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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |
|---|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 2-4 h | Half day | Half day | 2-4 h |
Participantsdifferent | 3-8 | 3-12 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration |