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| Criterion |  Systems Thinking Futures Wheel |  Operations Theory of Constraints |  Operations Gemba Walk |
|---|---|---|---|
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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 60-120 min | 2-4 h Analyse, laufend | 30-120 min |
Participantsdifferent | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations |
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