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| Criterion |  Systems Thinking Leverage Points |  Operations After-Action Review |  Systems Thinking Futures Wheel |  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. | 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. | 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. | 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 | 60-120 min | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | LearningOperationsImprovement | ForesightSystems thinkingSignals | Theory of ConstraintsSystems thinkingChange |