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| Criterion |  Systems Thinking Leverage Points |  Operations Accountability Ladder |  Systems Thinking CATWOE Analysis |  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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | Low | Medium | High |
Timedifferent | Half day | 20-45 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Ownership Reflection, Action Commitment, Coaching Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | ResponsibilityLeadershipTeam | Systems thinkingFramingStakeholders | Theory of ConstraintsSystems thinkingChange |