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| Criterion |  Systems Thinking Future Reality Tree |  Agile ROAM Board |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-4 h | 20-40 min initial, dann laufend | Half day | 1-2 h |
Participantsdifferent | 3-8 | 3-15 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | ROAM Board, Owner List | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | RiskAgileTrackingAlignment | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation |