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| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Team Charter |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 2-4 h | 2-4 h | 1-5 Tage | Half day |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Team Charter, Working Norms, Role Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | TeamAlignmentCollaboration | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy |