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| Criterion |  Operations Gemba Walk |  Systems Thinking Futures Wheel |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 30-120 min | 60-120 min | Half day | 2-4 h |
Participantsdifferent | 2-6 | 3-10 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Futures Wheel, Consequence Chains, Strategic Signals | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanObservationProcessOperations | ForesightSystems thinkingSignals | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |