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| Criterion |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | Half day | 1-4 h or multiple rounds | 2-4 h | 60-120 min |
Participantsdifferent | 3-12 | 4-12 Experten | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationExpertsForecasting | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking |