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| Criterion |  Operations Visual Management |  Systems Thinking Futures Wheel |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | Ongoing | 60-120 min | 2-6 h | Half day |
Participantsdifferent | 1-20 | 3-10 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Futures Wheel, Consequence Chains, Strategic Signals | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy |
Tagsno overlap | SignalsOperationsVisual management | ForesightSystems thinkingSignals | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy |