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| Criterion |  Systems Thinking Leverage Points |  Innovation Design Thinking |  Business Strategy Blue Ocean Strategy Canvas |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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 | High | Medium | High |
Timedifferent | Half day | 1 Tag bis mehrere Wochen | 2-4 h | 2-4 h |
Participantsdifferent | 3-12 | 4-10 | 3-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Problem Statement, Prototype, Test Learnings | Strategy Canvas, Value Curve, ERRC Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | InnovationPrototypeResearch | StrategyPositioningInnovationValue | Theory of ConstraintsSystems thinkingChange |