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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-4 h | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | Theory of ConstraintsSystems thinkingChange | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | ChangeDecisionStrategy |