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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  Decision Making Trade-off Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Half day | 2-6 h | 45-120 min | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | TradeoffsDecisionCriteriaOptions | DecisionCriteriaScoringTradeoffs |