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Selected:Leverage PointsFailure Mode and Effects AnalysisCurrent Reality TreeTheory of Constraints Thinking Process
| Criterion |  Systems Thinking Leverage Points |  Operations Failure Mode and Effects Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitysame | High | High | High | High |
Timedifferent | Half day | 2-6 h | 2-6 h | 0.5-3 Tage |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | FMEA Table, Risk Priority, Mitigation Actions | Current Reality Tree, Core Problems, Intervention Ideas | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | Systems thinkingChangeStrategy | RiskQualityOperationsRoot cause | Systems thinkingRoot causeConstraintsCausality | Theory of ConstraintsConstraintsSystems thinkingCausality |