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| Criterion |  Systems Thinking Futures Wheel |  Operations Gemba Walk |  Operations Bottleneck Analysis |  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 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 | Medium | High |
Timedifferent | 60-120 min | 30-120 min | 1-3 h | 2-6 h |
Participantsdifferent | 3-10 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Observation Notes, Improvement Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | LeanObservationProcessOperations | FlowMeasurementConstraints | Systems thinkingRoot causeConstraintsCausality |