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| Criterion |  Business Strategy VMGS |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 2-4 h | Half day | 2-6 h | 0.5-3 Tage |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | VisionGoalsStrategy | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | Theory of ConstraintsConstraintsSystems thinkingCausality |