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| Criterion |  Systems Thinking Futures Wheel |  Operations A3 Problem Solving |  Systems Thinking Future Reality Tree |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 60-120 min | 45-90 min | 2-4 h | 30-120 min |
Participantsdifferent | 3-10 | 2-5 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | A3 Report, Action Plan, Root Cause Analysis | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Observation Notes, Improvement Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | LeanProblem solvingCoachingOperations | Theory of ConstraintsSystems thinkingChange | LeanObservationProcessOperations |