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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Future Reality Tree |  Decision Making Constraint Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 2-4 h | 30-90 min | Half day |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy |
Tagsno overlap | StrategyAnalysisPlanning | Theory of ConstraintsSystems thinkingChange | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy |