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| Criterion |  Systems Thinking Leverage Points |  Innovation Crazy 8s |  Systems Thinking Future Reality Tree |  Innovation Brainstorming |
|---|---|---|---|---|
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 only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | Half day | 8-15 min | 2-4 h | 30-60 min |
Participantsdifferent | 3-12 | 1-10 | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Sketch Set, Idea Shortlist, Direction Options | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingChangeStrategy | BrainstormingSketchingSpeedDivergenceDesign sprint | Theory of ConstraintsSystems thinkingChange | BrainstormingIdeationCreativityWorkshopDivergence |