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| Criterion |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |  Product Strategy GIST Planning |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. | GIST Planning helps clarify target groups, value, goals, and priorities. It links customer value, product logic, and decision priorities, and captures the result as goals, an idea bank, and a step-project 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 | High | High | Medium | High |
Timedifferent | 2-6 h | Half day | Wochen bis Monate je Goal | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy | Goals, Idea bank, Step-project list, Tasks, Learning reports | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy | RoadmapOutcomesPlanningExperiments | Theory of ConstraintsSystems thinkingChange |