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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitysame | High | High | High |
Timedifferent | Half day | Half day | 2-4 h |
Participantsdifferent | 3-12 | 3-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsSystems thinkingChange |
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