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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Innovation Rapid Ideation |  Innovation Crazy 8s |
|---|---|---|---|---|
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 a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | Half day | 2-4 h | 5-20 min | 8-15 min |
Participantsdifferent | 3-12 | 3-8 | 1-20 | 1-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Ideenpool, Roh-Shortlist, Cluster | Sketch Set, Idea Shortlist, Direction Options |
Tagsno overlap | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | BrainstormingIdeationDivergenceSpeed | BrainstormingSketchingSpeedDivergenceDesign sprint |