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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | High | Low | High |
Timedifferent | 60-120 min | Halber Tag bis mehrere Wochen | 60–90 min | Half day |
Participantsdifferent | 3-10 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy |