View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Systems Mapping |  Innovation Lean Startup |  Systems Thinking Intervention 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-4 h | 1-3 h | Wochen bis Monate je Lernzyklus | 1-5 Tage |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | System Map, Dependencies, Leverage Points | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingMappingBoundariesChange | LeanStartupValidationMVP | ChangeSystems thinkingCapability |