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| Criterion |  Business Strategy Scenario Planning |  Operations Change Analysis |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 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 | Medium | High | High |
Timedifferent | 0.5-2 Tage | 45-120 min | Half day | 2-6 h |
Participantsdifferent | 4-12 | 2-6 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyUncertaintyPlanning | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality |