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| Criterion |  Systems Thinking Futures Wheel |  Systems Thinking Leverage Points |  Operations Getting Things Done |  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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | High |
Timedifferent | 60-120 min | Half day | 1-2 h Setup, laufend | 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 | Action Lists, Project List, Review Routine | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ForesightSystems thinkingSignals | Systems thinkingChangeStrategy | ProductivityPlanningTasksExecution | StrategyMetricsExecution |