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| Criterion |  Systems Thinking Systems Mapping |  Operations Change Analysis |  Decision Making Decision Tree |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 45-120 min | 30-90 min | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Decision Tree, Option Map, Assumption List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ChangeRoot causeTroubleshootingComparison | DecisionTreeOptions | Theory of ConstraintsSystems thinkingChange |