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| Criterion |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | Half day | 60-120 min | 2-4 h |
Participantsdifferent | 2-10 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tags1 shared | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange |