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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Strategy Map |  Systems Thinking Current Reality Tree |  Systems Thinking Iceberg Model |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 60-120 min | 2-4 h workshop plus review | 2-6 h | 30-60 min |
Participantsdifferent | 3-10 | 4-10 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Strategy Map, Objective Set, Cause-Effect Hypotheses | Current Reality Tree, Core Problems, Intervention Ideas | Iceberg Worksheet, Pattern Notes, Intervention Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | AlignmentExecutionGoalsCausality | Systems thinkingRoot causeConstraintsCausality | Systems thinkingRoot causePatterns |