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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Future Reality Tree |  Product Strategy DIBB |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 0.5-2 Tage | 2-4 h | 1-2 h | Half day |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | DIBB document, Belief list, Bet list, Learning report | Leverage Map, Action Strategy |
Tagsno overlap | StrategyUncertaintyPlanning | Theory of ConstraintsSystems thinkingChange | StrategyDecisionAssumptionsHypothesis | Systems thinkingChangeStrategy |