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| Criterion |  Systems Thinking Leverage Points |  Innovation Worst Possible Idea |  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. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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. |
Complexitydifferent | High | Low | High |
Timedifferent | Half day | 20-45 min | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Bad Idea List, Reframed Concepts, Idea Shortlist | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | IdeationCreativityDivergence | Theory of ConstraintsSystems thinkingChange |
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