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| Criterion |  Systems Thinking Leverage Points |  Agile NoEstimates |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | laufend | 60-120 min | 2-4 h |
Participantsdifferent | 3-12 | 2-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Throughput Data, Flow Forecast, Slicing Rules | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationForecastingFlow | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange |