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| Criterion |  Systems Thinking Leverage Points |  Decision Making Decision Tree |  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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | High |
Timedifferent | Half day | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Decision Tree, Option Map, Assumption List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionTreeOptions | Systems thinkingRoot causeConstraintsCausality |
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