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| Criterion |  Systems Thinking Futures Wheel |  Delivery Value Stream Mapping |  Operations Barrier 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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | Medium | Medium | High |
Timedifferent | 60-120 min | 1-3 h | 2-4 h | 2-6 h |
Participantsdifferent | 3-10 | 4-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Current-state map, Future-state map, Bottleneck list | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | LeanFlowWasteDelivery | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |