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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Agile Ideal Days |  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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | 2-4 h | 15-60 min | 60-120 min |
Participantsdifferent | 3-12 | 3-8 | 2-9 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | EstimationEffortAgile | Theory of ConstraintsAssumptionsSystems thinking |