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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Business Strategy 5-Minuten VC-Check |  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. | 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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 | High | Low | High |
Timedifferent | 1-3 h | Half day | 5-15 min | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 1-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | StartupValidationCompetition | Theory of ConstraintsSystems thinkingChange |