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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Futures Wheel |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | Medium | High | High |
Timedifferent | 45-90 min | 60-120 min | 2-6 h | Half day |
Participantsdifferent | 3-8 | 3-10 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Futures Wheel, Consequence Chains, Strategic Signals | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ForesightSystems thinkingSignals | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy |