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| Criterion |  Systems Thinking Leverage Points |  Operations A3 Problem Solving |  Operations After-Action Review |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | High | Medium | Low | High |
Timedifferent | Half day | 45-90 min | 20-45 min | 2-4 h |
Participantsdifferent | 3-12 | 2-5 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | Theory of ConstraintsSystems thinkingChange |