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| Criterion |  Systems Thinking Futures Wheel |  Decision Making Constraint Analysis |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 60-120 min | 30-90 min | Half day | 2-6 h |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality |