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| Criterion |  Systems Thinking Leverage Points |  Operations RACI Matrix |  Systems Thinking Future Reality Tree |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | Half day | 45-90 min | 2-4 h | 90-180 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | RACI Matrix, Responsibility Map, Decision Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingChangeStrategy | RolesResponsibilityGovernanceOperations | Theory of ConstraintsSystems thinkingChange | DecisionGovernanceAlignmentResponsibility |