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| Criterion |  Systems Thinking Leverage Points |  Decision Making Option Framing |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | Half day | 45-120 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingChangeStrategy | OptionsDecision framingStrategyComparison | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |