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| Criterion |  Systems Thinking Leverage Points |  Operations Time Blocking |  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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 | Low | Low | High |
Timedifferent | Half day | 15-30 min Planung, laufend | 30-90 min | 2-6 h |
Participantsdifferent | 3-12 | 1 | 2-8 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Blocked Calendar, Capacity View, Focus Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingChangeStrategy | PlanningTime managementFocus | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality |