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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Business Strategy Business Model Stress Test |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | Half day | 2-4 h | Half day | 60-120 min |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Stress Test Report, Action Plan per Scenario | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | StrategyBusiness modelRiskDiagnosis | Theory of ConstraintsAssumptionsSystems thinking |