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| Criterion |  Systems Thinking Futures Wheel |  Systems Thinking Leverage Points |  Operations Eat the Frog |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 60-120 min | Half day | 15-90 min daily | Halber Tag bis mehrere Wochen |
Participantsdifferent | 3-10 | 3-12 | 1 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Leverage Map, Action Strategy | Priority Task, Completion Note, Daily Focus | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ForesightSystems thinkingSignals | Systems thinkingChangeStrategy | PrioritizationProductivityFocusExecution | StrategyMetricsExecution |