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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | Medium | Medium | High | High |
Timedifferent | 1-3 h | 60-120 min | 2-4 h | Half day |
Participantsdifferent | 4-10 | 2-8 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy |
Tagsno overlap | LeanFlowWasteDelivery | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy |