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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Value Chain Map, Lever List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsAssumptionsSystems thinking |