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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 45-90 min | 2-6 h | Half day | 2-6 h |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy | CausalityIncidentRoot causeTimeline |