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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Future Reality Tree |  Facilitation Alignment Mapping |  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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | High | Medium | High |
Timedifferent | 1-3 h | 2-4 h | 1-2 h | Half day |
Participantsdifferent | 4-10 | 3-8 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy |
Tagsno overlap | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy |