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| Criterion |  Systems Thinking Future Reality Tree |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 2-4 h | 20–45 min | Half day | Half day |
Participantsdifferent | 3-8 | Small cross-functional group | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Risk list, Mitigation plan, Assumption log | Leverage Map, Action Strategy | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy | StrategyBusiness modelRiskDiagnosis |