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| Criterion |  Systems Thinking Leverage Points |  Operations Causal Factor Analysis |  Facilitation Power Interest Grid |  Systems Thinking Current 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 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | Half day | 2-6 h | 30-60 min | 2-6 h |
Participantsdifferent | 3-12 | 3-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Power Interest Grid, Strategy per Stakeholder | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingChangeStrategy | CausalityIncidentRoot causeTimeline | StakeholdersFacilitationAlignmentPlanning | Systems thinkingRoot causeConstraintsCausality |