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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Evaporating Cloud |  Innovation Brainstorming |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | Medium | Low | High |
Timedifferent | Half day | 60-120 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Idea pool, Theme clusters, Shortlist | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | Theory of ConstraintsAssumptionsSystems thinking | BrainstormingIdeationCreativityWorkshopDivergence | Theory of ConstraintsSystems thinkingChange |