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| Criterion |  Systems Thinking Futures Wheel |  Agile WSJF |  Operations Waste Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 60-120 min | 45-90 min | 45-120 min | 45-90 min |
Participantsdifferent | 3-10 | 3-10 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Ranked Backlog, Cost-of-Delay Assumptions | Waste Map, Prioritized Waste, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ForesightSystems thinkingSignals | LeanEconomicsSequencePrioritization | WasteLeanProcess improvement | LeanProblem solvingCoachingOperations |