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| Criterion |  Systems Thinking Leverage Points |  Decision Making Option Framing |  Decision Making Constraint Analysis |  Systems Thinking Current 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | Half day | 45-120 min | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingChangeStrategy | OptionsDecision framingStrategyComparison | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |