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| Criterion |  Systems Thinking Theory of Constraints Thinking Process |  Systems Thinking Leverage Points |  Product Strategy DIBB |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | 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. | 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. | 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 | High | Low | High |
Timedifferent | 0.5-3 Tage | Half day | 1-2 h | 2-6 h |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Leverage Map, Action Strategy | DIBB document, Belief list, Bet list, Learning report | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Theory of ConstraintsConstraintsSystems thinkingCausality | Systems thinkingChangeStrategy | StrategyDecisionAssumptionsHypothesis | Systems thinkingRoot causeConstraintsCausality |